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Personality Development Study Material
Personality Development Study Material
CHAPTER 1: PERSONALITY
Personality is the sum total of ways in which an individual reacts and interacts with others. Or Personality
is generally defined as the deeply ingrained and relatively enduring patterns of thought, feeling and
behavior. In fact, when one refers to personality, it generally implies to all what is unique about an
individual, the characteristics that makes one stand out in a crowd.
Personalities is the sum total of individuals Psychological traits, characteristics, motives, habits, attitudes,
beliefs and outlooks.
Personality determinants:
Heredity : Heredity refers to those factors that were determined at conception. Physical structure, facial
attractiveness, gender, temperament, muscle composition and reflexes, energy level, and biological
rhythms are characteristics that are generally considered to be either completely or substantially influenced
by who your parents were, that is by their biological, physiological and inherent psychological makeup.
Environment : The environmental factors that exert pressures on our personality formation are the culture
in which we are raised, our early conditioning, the norms among our family, friends and social groups, and
other influences that we experience. The environment to which we are exposed plays a substantial role in
shaping our personalities.
Situation : A third factor, the situation, influences the effects of heredity and environment on personality.
An individuals personality although generally stable and consistent, does change in different situations.
The varying demand of different situation calls forth different aspects of ones personality. We should not
therefore look upon personality patterns in isolation.
Self Awareness:
Self Awareness knows your motivations; preferences, personality and understanding how these factors
influence your judgment, decisions and interactions with other people. Through self-awareness one
develops the ability to know how you are feeling and why, and the impact your feelings have on your
behaviour. But it involves a capacity to monitor and control those strong but subliminal biases that all us
harbor and that skew our decision making. Internal feelings and thoughts, interests, strengths and
limitations, values, skills, goals, abilities, leadership orientation and preferred communication style are just
a few elements that self awareness comprises.
Benefits:
Self-awareness or self-knowledge is the starting point for effectiveness at work. Machiavelli, the astute
author and statesman, wrote, To lead or attempt to lead without first having a knowledge of self is
foolhardy and sure to bring disaster and defeat. Self-awareness has many benefits, among them.
In others words it helps one to know what one is good at and choose a career they enjoy. Depending on
others thoughts or beliefs in terms of what is good for us leads to personal and professional unhappiness.
By knowing our strengths, weaknesses, likes and dislikes by ourselves - will help us know where we
stand?
Self-awareness is also important for managers and Organizations as one who have attained heightened
states of self-awareness tend to be superior performers. This is because they can relate and understand
others better and thus will be capable of reducing the potential of conflict. Usually this kind of person will
be open to feedback and make positive modifications to personal behavior so as to create trusting and
productive work environments. Working effectively with others will therefore increase managerial and
Organizational effectiveness.
Self-awareness is also a crucial component in understanding the Organization in which one is operating, as
each of us can be thought of as an instrument for assessment and change. By asking us a series of
questions we can diagnose our situation and develop some solutions to problems our Organizations or we
are experiencing. Doing this requires strong self-awareness of our emotional reactions, initial perceptions,
biases and judgments.
Lack of self-awareness can lead to poor decisions, to an unrealistic notion of ones competencies and to
even career derailment.
How to Gain?
The first step in becoming aware of ourselves is to recognize our weaknesses, strengths, biases, attitudes,
values and perceptions. There are many ways to enhance our self-awareness. Some of these include
analyzing our own experiences, looking at ourselves through the eyes of others, self-disclosure, acquiring
diverse experiences and increasing our emotional intelligence.
One of the means to gain insight about our self is through reflecting on, examining and analyzing
our behaviour, personality, attitudes and perceptions.
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Behaviour is the way in which we conduct ourselves-the way in which we act. Our
behaviour is influenced by our feelings, judgments, beliefs, motivations, needs, experience
and opinions of others. Patterns of behaviour develop through our reactions to events and
actions over a period of time. Behaviour consist of four components:
Motivation: The drive to pursue one action over another. Being aware of our core
drivers, those things that motivate you positively or negatively- can help you
understand the roots of your behaviour and make adjustments as necessary to
modify your behaviour.
Modes of thinking: the way you process the various inputs your brain receives.
Being aware of how you take in and make sense of information can help you
understand how you make judgments or decisions that lead to choosing one
behaviour or course of action over another.
Modes of acting: the course of action you apply in a given situation. Being aware
of how you express your reaction to the things that happen to and around you can
help you understand the alternatives available to you when certain events arise.
Modes of interacting: the way in which you communicate and share ideas, opinions
and feelings with others. Being aware of how you talk and work with others can
help you understand how your preferred style meshes with those with whom you
work and live.
Personality: describes the relatively stable set of characteristics, tendencies and
temperaments that have been formed by heredity and by social, cultural and environmental
factors. These traits determine how we interact with and react to various people and
situations. Some of the aspects of personality are believed to be a result of nature-those
traits with which we are born and that we posses through heredity. Other characteristics of
our personality are thought to be as a result of our environment-those factors that we
acquire through exposure to people and events in our lives.
Personality traits are enduring characteristics that describe an individuals attitude and
behaviour. Examples are agreeableness, aggression, dominance and shyness. Most of
these traits have been found to be quite stable over time. This means a person who is cold
and uncaring in one situation is likely to behave similarly in other situations. The Big
five model is a powerful instrument because it organizes numerous concepts into a short
list of just five factors that are representative of the characteristics that can be linked with
satisfaction and success. The Big Five has five primary components: extroversion,
agreeableness, emotional stability, conscientiousness and openness to experience.
with others. Our friends, significant others, family members, co-workers and others are
definitely influenced by our thought and feelings towards situations. As managers it is also
important to recognize that our employees are affected by the attitudes we display towards
them and towards the work that needs to get done. A managers attitude is a large factor in
how people feel about their jobs. If a manager is upbeat most of the time and supportive of
his or her colleagues, employees will generally respond well and work hard to produce the
desired results. On the other hand if a manager is pessimistic and belittling towards his or
her employees, staff morale will suffer and ultimately so will the expected outcomes.
Perceptions: Perception describes the process by which individuals gather sensory
information and assign meaning to it. When we encounter a person or situation, we use our
senses to absorb various inputs. Next our brains select aspects from stored information in
order to process and organize these inputs. Finally our brains interpret and evaluate the
person or situation. Individual perception may not always be consistent with reality; it is
only perceivers interpretation of reality. Our perceptions are influenced by many factors,
such as our culture, environment, heredity, the media, peers, past experiences, intelligence,
needs, emotions, attitudes and values. Perception can be the result of multiple causality. As
human beings we tend to form perceptions based on our biases. If we are not aware of our
biases and dont check our understanding with others, we might miss out on important
information and situations by relying on distorted perceptions. Some of the more common
filters are stereotyping, selective perception, projection expectation and interest.
Others Perceptions about us is also viewed to be important, as we can understand how we
are shaped by others opinions of us. This concept is referred to as social mirroring. By
seeing ourselves through others eyes we can learn about our strengths and also about areas
in which we can improve. Learning to read accurately how others see us enhances our
self-maps our images and judgments of our self.
Accept Responsibility:
The price of grateness is the responsibility Winston Churchill
Responsibility gravitates to the person who can shoulder them. -- Elbert Hubbard Society is not
destroyed by the activities of the rascals, but by the inactivity of good people.
2. Show consideration :
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Gossip may lead to slander and defamation of character. People who listen to gossip are as guilty
as those who do the gossiping.
14. Turn your promises into commitment:
Commitment leads to enduring relationship through thick and thin. It shows in a person,s
personality and relationship.
15. Be grateful but do not expect gratitude:
16. Be dependable and practice loyalty:
An ounce of loyalty is worth more than a pound of cleverness. Ability without dependability is of
no worth.
17. Avoid bearing grudges:
Life is too small to bear grudges. John Kennedy once said forgive the other person but dont
forget their name. Means if one cheated me once it is his fault, but if cheats me wice then it is
my fault. Dont be cheated regularly to forgive.
18. Practice honesty, Integrity and Sincerity:
Lies may have speed, but the truth has endurance. Honesty, Integrity and Sincerity have more
enduring effect than the opposite.
19. Practice Humility:
Confidence without humility is arrogance. Sincere Humility is the foundation of all virtues. It is a
sign of greatness.
20. Be understanding and Caring :
The best way to be understood is to be understanding. And the basis of real communication is also
understanding.
21. Practice courtesy on daily basis :
22. Develop a sense of humor:
Have a sense of humor and you will possess the ability to laugh at yourself. A sense of humor
makes a person likeable and attractive. Some people are humor-impaired.
23. Dont be sarcastic and put others down :
24. To have a friend be a Friend :
Mutual trust and confidence are the foundation stones of all friendship.
25. Show Empathy :
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Empathy alone is a very important characteristic of positive personality. People with empathy ask
themselves this question, how would I feel if someone treated me that way?
DEVELOPING POSITIVE PERSONALITY:
1.
Subconscious Programming :
Most of us sometimes get programmed / conditioned by a wrong messages that do not do that, dont
take the risk, you cannot do that you are not good in and so on..
You can imagine the bad effect such message can have on any person.
Fig- I: Subconscious Mind Programming
Our Conscious Mind is like a watch man. And the Subconscious Mind is a store of all the previously
programmed or conditioned information / knowledge/ believes. Now programming personality means
putting positive believes/ information into the store without the knowledge of the watchman (conscious
mind).
Suppose you tell yourself that you are good at Public Speaking. And the store has stored based on
peoples comments and experience that you are poor in communication you cannot speak well in
public,
you
dont
have
an
impressive
body
language
..
The watch man sees your sentence and compares it with the knowledge in its store and says this
information is wrong. The watchman throws the new information away. He does not allow the new
positive information into the store. This is the fundamental difficulty in changing personality & behavior
of a person.
Now the question is how and when we could programme our mind for positive personality trait without the
obstruction of watchman
The answer is we can programme our mind for positive personality traits during the Twilight period just
before sleeping and just before waking up. This is the time when the conscious mind is active enough to
generate the positive traits for entering into store but inactive to judge/compare and will not obstruct to the
positive traits to enter into the subconscious store house.
2.
Autosuggestion and Repetition of the positive traits despite negative response from comparison with the
store house also gives success in programming for personality traits.
Auto-suggestion is a statement made in the present tense, of the kind of person you want to be. Autosuggestion is like a commercial about Super You, or Future Super You for yourself what you want to
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be or achieve. They influence both your conscious and subconscious mind in the long run shaping your
personality and attitude.
Auto-suggestions are the conscious way to programme the subconscious mind for positive traits. It is the
effective
method
of
voluntary
development
of
positive
traits
and
attitudes.
Auto-suggestion should be mixed with emotions. All such reinforced / conscious programming which
have been emotionalized (giving feeling) and mixed with applied faith; begin immediately to translate
themselves
into
physical
or
real
equivalent.
Auto-suggestive thoughts which are mixed with any of the feeling of emotions constitute a psychomagnetic
force
which
attracts
other
similar
or
related
thoughts.
Our subconscious mind resembling a fertile garden spot, in which weeds will grow in abundance if you the
seeds of more desirable crops are not sown therein. Auto-suggestion is the agency of control through
which an individual can voluntarily feed his subconscious mind on thoughts of creative/ positive nature or
by neglect permit thoughts of a destructive nature to find their way into the rich garden of mind. So
Caution should be taken while programming your mind for positive traits only.
3.
Defensive Approach:
One of this type of approach is protest or deny the negative traits at its very beginning of the entering in
the subconscious store. And the second is to consciously avoid this type of environment or situation. In
real life situation it is very difficult because it may lead to confrontation and argument or Inaction.
Another problem in this is that most of us have some negative traits previously in our store house due to
our past experience and conditioning.
4.
While watching a picture we anchor the Hero, placing ourselves in place of hero. Similarly we can anchor
Great
men
in
imagination
and
let
them
shape
our
personality.
Another is the Invisible Counseling Committee comprising of great personalities of your choice. We can
counsel from these great minds at times or situation. What decision or action he would have been taken in
my situation.
Winston Churchill the war time British Prime Minister was following this principle. He had his Imaginary
Counseling Committee by the side of his Chamber. Many great decisions he used to take by following
these principles.
I follow the habit of reshaping my Character by trying to imitate some great personalities whose lives and
life works have been most impressive to me. These personalities are Mahatma Gandhi, Mother Teresa,
Abraham Lincoln, Napoleon Bonaparte, Albert Einstein, Shiva Khera, Napoleon Hills & Bill Gates. I held
an imaginary council meeting with this group whom I called my Invisible Counselor. In these imaginary
council meeting I called on my cabinet members for the knowledge I wished each to contribute addressing
myself to each members in audible words as follows:
Mahatma Gandhi, I desire to acquire from you the ideology of truth and Non-violence and devotion
towards practicing these in every odd hours and to acquire the magnet leadership to attract millions to join
in
the
peaceful
struggle
for
freedom
and
Humanity.
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Mother Teresa, I desire to acquire from you the ability to provide relentless humanitarian services to the
most unprivileged, poor diseased and intense spirit to serve the mankind despite all odds.
Mr. Abraham Lincoln, I desire to build into my own character the keen sense of justice, the untiring spirit
of patience, the sense of humor, the human understanding, and the tolerance which were your
distinguishing characteristics.
Napoleon Bonaparte, I desire to acquire from you, by emulation, the marvelous ability you possessed to
inspire men and arouse them to greater and more determined spirit of action. Also to acquire the spirit of
enduring faith, which enabled you to turn defeat into victory, and to surmount staggering obstacles.
Albert Einstein, I wish to acquire from you the Scientific Bent, ever inquisitive mind, the spirit to innovate
and contribute to Humanity.
Napoleon Hills, I want to acquire from you the ability to nurture the human resources and to Give the
society the magic formulae of success of wealth and fortune and helping people realize their true potential.
Mr. Shiva Khera, I want to acquire from you the skill and understanding to motivate the people towards
positive ends and to offer the world the blue print for positive and successful life.
Bill Gates, I wish to acquire from you the Brilliant Intelligence, Innovation, Intense drive to succeed,
persistence, personal intensity and conscientiousness dimensions
5.
In general it is the positive practice or experiencing desired traits whether the desired perfection achieved
or not.
It is generally said that our personality traits control our body language. But it is a fact that the reverse is
also true. This means we can change our negative traits towards positive traits by consciously practicing
the body language for positive traits.
6.
Here the direct environment is the driving force in shaping the personalities. When one constantly remains
in direct contact with great personalities will enriches his own to be the one. Similarly the organization
culture and structure also many times influences ones personality. Sometimes it is the guiding principle for
job satisfaction / recruitment. Caution should be taken while programming your mind for positive traits
only. Because these processes give results for negative traits also. Mahatma Gandhi and Adolf Hitler both
successfully applied these principles but one positively and other negatively.
GENERATING GOOD IDEAS
An idea is a specific thought or concept that arises in the mind of a person as a result of thinking. It is the
divine inspiration of the God. Ideas are the fountain and source of the worlds treasury of wisdom. The
ideas of those who lived before us rule our lives today. Ideas have always been vital in arousing public
opinion and bringing about a reform-whether it was the freedom struggle or the eradication of a social evil.
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Theosophical ideas have the ability to change the inner nature of man and have the power to transform
beast into human, human into divine man.
The four letter word idea has great potential and it has immense powers surrounding it. As thoughts fleet
over the filter of logical reasoning, idea would percolate and gradually crystallize into a clear screen of
clear vision enabling the man to look through problems and to judge issues judiciously. It is this mindboggling strength of ideas which facilitates our decision-making. Ideas give confidence to face this
competitive world. It is the idea which makes all the difference between floating and sinking of a persons
fortune in this competitive world. Like radar which guides the ship in the vast ocean, idea gives us the
direction to proceed and the goal to attain. It is that magical key which unlocks all the closed doors, solves
all our queries and enables us to achieve our desired goals. No wonder it is this power of idea that is
shaping the dreams of life and guiding the course of human civilization.
Ideas rule the world and thoughts rule your life. Whatever you think, that you become. If you think
yourselves weak, weak you will be; if you think yourselves strong, strong you will be. The remedy of
weakness is not brooding over weakness, but thinking of strength. It is your idea which moulds your
destiny. Believe in the power of idea to change things Banish all self-doubts, resentment, guilt complex
and you will find strength, vitality, joy and success come rushing in and literally flooding you with superb
achievements. Sooner or later, one who wins is the one who thinks and believes he can. Great ideas and
convictions
are
the
mother
of
great
deeds.
Success starts with an idea. When nourished with hope and confidence and encouraged by ambition and
aspiration, that single idea takes shape as a dream, vision, and goal in stages. You must allow your ideas
to grow, no matter how farfetched or nonconformist they may seem in the beginning. You must give
wings to you ideas and let them fly high. You must allow your thoughts to take root, no matter how others
regard them. Many great ones, whom the world today worships with awe and wonder as gifted
visionaries, super geniuses or miracle-makers, were viewed as utopians or mental defunct by several
of their contemporaries. While some may describe your ideas an imagination and vision, others may dub
them as sheer daydreams and idle fantasies. But the fact remains that ideas, however strange, unorthodox
or heretic they might have seemed at the start, have ultimately wrought miracles, brought revolutions and
built civilization.
Every idea worth considering. Most ideas are worthy of action. The most tragic waste is the waste of a
good idea. I ask you now Is there some great idea in your life that you have still have not dealt
affirmatively ?
A far more important question is this : How do you treat ideas ?
Treat the ideas like new born babies :
Treat them tenderly,
They can get killed pretty quickly.
Treat them gently,
They can be bruised in infancy.
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Indias Missile Technology, has made India feel so proud and nuclear self-sufficient. This is all because of
his ideas. Dr. Hargobind Khorana was credited with deciphering genetic code, and it was a major
landmark in the story of Genetics. The ideas in the field of computer has today revolutionized the entire
world. It is the idea and knowledge of Microsoft supremo Bill Gates, which has made him the most
powerful, respectable and richest person in the world.
Not only in the world of science, the worth and power of ideas cannot be underestimated in any other
sphere whether it is stock market or sports. Share markets provide an excellent opportunity for investors to
make a quick back, but here only a few investors who have proper ideas and knowledge of the game earn
handsome profits whereas other with little knowledge are likely to lose. Even in sports, some sports
personalities excel over others. Leander Paes, Mahesh Bhupathi, Sania Mirza,Viswanathan Anand, Kapil
Dev, Sachin Tendulkar, to name a few, are world renowned players. They have achieved greater heights
which their seniors, though having more of the game, could not. This is primarily due to greater interest,
determination, intense knowledge and perfect idea of the game. Before a game is actually played in the
field, it has to be played in the mind. Only a correct strategy, well organized mind demarcates a winner
from a loser. Because of their ideas and expertise, such players are ruling the world of sports.
It was the spiritual ideas of Gautam Buddha which led Ashoka to abjure the path of bloodshed and adopt
non-violence or Ahimsa. Ramakrishna Paramhansa and Vivekananda acquired knowledge and ideas
through long hours of meditation and due to this people not only from entire India, but from many parts of
the world, followed their teachings and worshipped them like God.
Ideas verify rule the world, and also the minds of men; they contribute to continuing changes, shape as
well as determine the destiny of human beings and contribute to the growth of civilizations. Every great
and grand accomplishment, whether relating to religion, science, medicine, industry of technology,
which are written in letters of gold in the history of human advancement, was in the first instance,
no more than a mere idea in the mind of a human being, be he a man or women, Reversed religious
texts, great classics, magnificent monuments, astonishing scientific discoveries, earthshaking inventions,
fantastic technological feats like splitting the atom, heart transplant, humans walking on the Moon,
unraveling the secrets of Mars - have all hand only ideas at their starting points.
BE POSSIBILITY THINKER LOOK EVERY IDEA AS PROSPECT.
Possibility thinker looks at every idea to see if it has possibilities. If it does, he takes an option out on the
idea. He does not let it slip by.
Ideas are the fruits of our thinking. But they have got to be harnessed and put to work to have value.
Very few ideas become successful as they are highly perishable. If you were not on guard, the squirrels (ve thinking people) will destroy most of these. Ideas require special handling as mentioned above until
they are transformed into practical ways of doing things better.
USE THREE WAYS TO HARNESS AND DEVELOP YOUR IDEAS
1. Write down every ideas come to your mind : Everyday lots of good ideas are born only to die
quickly because they arent nailed to paper. Memory is a weak slave when itcomes ot preserving
and nurturing brand new ideas. Carry a note book or some small card with you all the time, when
you get an idea, write it down. People with firtile and creative mind know a good idea may sprout
any time, any place. Dont let ideas escape, else you destroy the fruits of your thinking.
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2. Next- review your Ideas : File these ideas in an active file. The file can be an elaborate cabinet or
it can be a desk drawer. A show box will do. But build a file and then examine your store house of
ideas regularly. As you go over your ideas some may for very good reason have no value at all. Get
rid of these. But so long as the idea has any promise, keep it.
3. Cultivate and Fertilise your ideas : Now make you ideas grow. Think about it. Tie the ideas to
related ideas. Read anything you can find which is in any way is akin to your ideas. Investigate
form all angles. Then when the time is ripe put it to work for yourself, your job, your future.
NEVER THROW AN IDEA JUST BECAUSE IT IS IMPOSSIBLE,
GIVE IT A CHANCE......
1. Never reject a possibility because you see something wrong with it
2. Never reject a possibility because you would not get the credit: Dont worry about getting the
credit. If you do, you will become ego-involved in the decision making moments of life. Decisions
must never be based on ego needs.
3. Never reject an idea because it is impossible: Almost every great idea is impossible when it is
first born. The great idea today are yet impossible. Possibility thinker take great ideas and turn the
impossibilities
into
possibilities.
That
is
the
progress.
The important issue is whether the idea is good one. Would it help people who are hurting? Would
it be a great thing for our country and our world? If so develop a way to achieve what today is
impossible.
4. Never reject a possibility because your mind is already made up : People who never change
their mind either perfect of stubborn. I am not perfect neither you are.
5. Never reject an idea because it is illegal : You might be able to get the law changed.
6. Never reject an idea because you dont have the money, manpower, muscles or months to
achieve it : A supersuccessful person has very few resources, except the capacity to take an idea
and marshal stronger and smarter people around him to pull it off.
7. Never reject an idea because it will create conflict : To reject an idea because it may generate
conflict is to Surrender leadership to friends or foe.
8. Never reject an idea because it is not your way of doing things : Learn to accommodate.
Prepare to compromise. Plan to adjust. Maintain a balance between the tension of an opportunity
that demand exploitation and the limitation of resources available at the moment. Learn to be
equilibristic. Readjust your budget. Compromise your taste. Accommodate your life style. It is
more important to succeed than it is to snobbishly adhere to your private taste.
9. Never reject an idea because it might fail : There is risk in everything. One thing world needs
more than anything else today is possibility thinking. Success is never certain and failure is never
final You never reject an idea because there is some risks involved: You isolate the risk,
insulate it, and eventually eliminate it.
10. Never reject an idea because it is sure to succeed. :- All the fellow spiritual / religious people
who say, "I should not try to be successful. I am not trying for top ladder. That is vanity. That is
materialistic."
I must say that is not true, to choose poverty instead of prosperity, failure instead of success, low
achievement instead of top ladder achievement, simply for the sake of being humble is not super
religious. It is dumb.
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Only successful people help people who are failing. Only winners will survive to give food to the
hungry.
Habits
Daily habits might not be too hard, but what about those habitual behaviors that you dislike; These are the
habits that are hard to change. A habit is an activity that is acquired, done frequently, done automatically,
and difficult to stop. Most people think of behaviors when they think of habits, but thoughts can also
become habits. Sometimes our habitual thinking can keep habitual behaviors going and make them hard to
change. Well be discussing thinking habits quite a bit here.
Habits can be good or bad. Good habits help us get through our daily lives. When we drive, we use a
number of habits behaviors that are acquired and done automatically. Stopping at red lights, slowing
down when going through a school zone, buckling seat belts. These are all good habits that protect us
when we drive. Of course, we can also develop some pretty bad habits, ones that can be harmful to us, and
to other people. Speeding through red lights and school zones and driving without a seat belt are examples
of bad habits.
In general, habit is recurrent, often unconscious pattern of behavior that is acquired through frequent
repetition. An established disposition of the mind or character. We tend to think of habits as things we do
and we categorize them as good or bad. Brushing our teeth every morning (good habit) or smoking (bad
habit). In truth a habit is a complicated set of thoughts, emotions and behaviors that we repeat often
enough that it becomes engrained in our brains at a level where conscious thought or choice is no longer
really necessary. All of our habits began as thoughts, even if it was a thought like Oh, wouldnt I look
cool smoking a cigarette. When you first started, that thought might have supported your commitment to
fitting in with your peers or feeling mature. Over time, your commitments may have shifted and the
smoking habit no longer supports you.
It can help to think in terms of habits that support or dont support your highest goals for yourself when
you are thinking of changing a long-held behavior that has become habit. Instead of Changing a Habit,
Create a New One.
If you were to look at an EEG of your brain while you are brushing your teeth, you would see a line of
neurons lighting up in a particular pattern. Every time you brush your teeth, or evening imagine brushing
your teeth, that same line of neurons lights up. The same thing happens with your habitual thoughts. When
you think Im too tired to get out of bed and exercise today, if that is something that you often think
when you imagine getting up to exercise, that thought is habitual and you would be able to see the neuron
path of the thought in your brain with an EEG.
So changing habits requires rewiring the brain, retraining the pathway of the neurons to line up with
something new.
It can help if you think in terms of starting a new pathway, rather than trying to change an old one.
Instituting a new habit can take as little as 30 days of consistent repetitive behavior, whereas breaking an
old habit, especially if there are addictive/chemical components involved, can take much longer.
Start Small:
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Most people want to get to the end result so quickly that they skip steps or place unrealistic expectations
on themselves. Then when the results dont happen, they walk away defeated and the volume of their inner
critics voice gets really loud.
Just think about your unsuccessful New Years resolutions. For example, if you set a New Years
resolution to get healthy which included things such as eating right, exercising regularly, and quitting
cigarettes or alcohol you might have gone full speed ahead for a few weeks and then something happened
and you skipped a day of exercise. That led to a lot of negative self-talk about how you blew it and it
proved that youll never get healthy - so you gave up on it all and ordered a pizza and drank a beer.
Trying to change too many things at once is a recipe for failure because its unrealistic that we can change
a habit weve had for years overnight let alone two or three habits at the same time! Human beings are
creatures of habit and making changes doesnt come easily. This is true not because were bad or
incapable, but because making changes that last occurs at a very deep level at the root of our thoughts
and beliefs. It takes consistent new action over a period of time to reinforce the new way of thinking.
Perhaps your New Years resolution was simply to exercise regularly. You bought the cutest workout
clothes, new sneakers, and joined a gym. Even though youd been a couch potato for years, you pushed
yourself that first week by running 3 miles and lifting weights that were way too heavyand you pulled a
muscle which then forced you to recover for a week or two. By the time you recovered, your enthusiasm
had waned and you couldnt seem to get back gym. Sound familiar?
Skipping steps is recipe for failure because changes that last are built upon a solid foundation. Taking
small, consistent action every day builds inner strength and the capacity to integrate the natural effects of
your new behavior, which also gives you the time to integrate and get comfortable with your new way of
thinking.
New beliefs = new actions = new results.
By keeping it simple, choosing one place to start, and making the action doable - you are setting yourself
up to win. There is no urgency when it comes to your new habit. You are not in a race - youre on a
journey and choosing the one part of the new habit that most appeals to you is the perfect place to start!
How to get started on your new habit?
1.
2.
3.
4.
Think of the habit as something that will support your highest goals for yourself.
Think in terms of creating a new habit instead of breaking an old one.
Start small. Think of one new habit you want to instill and begin there.
Start at the level of your thought. If you want to start a habit of healthy eating, spend 30 days
practicing this thought every day: I am a healthy eater, and I love choosing foods that support my
vitality. Spend this time before you do any action and you will find yourself with a solid
foundation from which to shift your actual behavior.
successful person is doing something right in each transaction and the failure is repeating the same mistake
in each transaction. Remember, practice does not make perfect. Only perfect practice makes perfect.
Practice makes permanent whatever you do repeatedly. Some people keep practicing their mistakes and
they become perfect in them.
Professionals make things look easy because they have mastered the fundamentals of whatever they do.
Many people do good work with promotions in mind. But the one to whom good work becomes habit is
deserving.
Cultivating a habit is like ploughing the field. It takes time. It has to grow from within. Habits generate
other habits. Inspiration is what gets a person started, motivation is what keeps him on track and habits is
what makes it automatic.
Traits are not coincidences; they are the result of constant and consistent draining, both mental and
physical. In the face of adversity our behavior can only be the one we have practiced, regardless of
whether it is positive or negative. When we practice negative traits such as cowardice or dishonesty in
small events, hoping to handle the major ones in a positive way, the latter wouldnt happen because that is
not what we have practised.
When we permit ourselves to tell a lie once, it is a lot easier to do it a second and third time until it become
a habit. Success lies in the philosophy of sustain and abstain. Sustain what needs to be done and abstain
from what is detrimental until this becomes habitual. Human beings are more emotional than rational.
Honesty and integrity are both the result of our belief system and practice. Anything we practice long
enough becomes ingrained into our system and becomes a habit. A person who is honest most of the time
gets caught the first time he tells a lie. Whereas a person who is dishonest most of the time gets caught the
first time he tells the truth. Honesty and dishonesty to self and others both become habits.
Stephen R Covey presented a framework of habits for personal effectiveness in his best seller 7 Habits of
Highly effective people the summary of which is as follows:
Dependence to Independence
Habit 1: Be Proactive: Principles of Personal Choice ---Habit 2: Begin with the End in Mind: Principles of Personal Vision
Habit 3: Put First Things First: Principles of Integrity & Execution
Independence to Interdependence
Continual Improvement
The chapters are dedicated to each of the habits, which are represented by the following imperatives:
17
1. Habit 1 - Principles of Personal Choice: Covey emphasizes the original sense of the term
"proactive" as coined by Victor Frank. You can either be proactive or reactive when it comes to
how you respond to certain things. When you are reactive, you blame other people and
circumstances for obstacles or problems. Being proactive means taking responsibility for every
aspect of your life. Initiative and taking action will then follow. Covey also argues that man is
different from other animals in that he has self-consciousness. He has the ability to detach himself
and observe his own self; think about his thoughts. He goes on to say how this attribute enables
him: It gives him the power not to be affected by his circumstances. Covey talks about stimulus
and response. Between stimulus and response, we have the power of free will to choose our
response.
2. Habit 2 - Principles of Personal Vision: This chapter is about setting long-term goals based on
"true north" principles. Covey recommends formulating a "Personal Mission Statement" to
document one's perception of one's own vision in life. He sees visualization as an important tool to
develop this. He also deals with organizational mission statements, which he claims to be more
effective if developed and supported by all members of an organization rather than prescribed.
3. Habit 3 - Principles of Integrity & Execution: Covey describes a framework for prioritizing work
that is aimed at long-term goals, at the expense of tasks that appear to be urgent, but are in fact less
important. Delegation is presented as an important part of time management. Successful
delegation, according to Covey, focuses on results and benchmarks that are to be agreed in
advance, rather than on prescribing detailed work plans.
4. Habit 4 - Principles of Mutual Benefit: An attitude whereby mutually beneficial solutions are
sought that satisfy the needs of oneself as well as others, or, in the case of a conflict, both parties
involved.
5. Habit 5 - Principles of Mutual Understanding: Covey warns that giving out advice before having
empathetically understood a person and their situation will likely result in that advice being
rejected. Thoroughly listening to another person's concerns instead of reading out your own
autobiography is purported to increase the chance of establishing a working communication.
6. Habit 6 - Principles of Creative Cooperation: A way of working in teams. Apply effective problem
solving. Apply collaborative decision making. Value differences. Build on divergent strengths.
Leverage creative collaboration. Embrace and leverage innovation. It is put forth that when
synergy is pursued as a habit, the result of the teamwork will exceed the sum of what each of the
members could have achieved on their own. The whole is greater than the sum of its parts.
7. Habit 7 - Principles of Balanced Self-Renewal: Focuses on balanced self-renewal: Regain what
Covey calls "production capability" by engaging in carefully selected recreational activities. Covey
also emphasizes the need to sharpen the mind.
In today's challenging and complex world, being highly effective is the price of entry to the playing field.
To thrive, innovate, excel, and lead in this new reality, we must reach beyond effectiveness toward
fulfillment, contribution, and greatness. Research is showing, however, that the majority of people are not
thriving. They are neither fulfilled nor excited. Tapping into the higher reaches of human motivation
requires a new mindset, a new skill-set --a new habit. Dr. Covey's new book, The 8th Habit: From
Effectiveness to Greatness, is a roadmap to help you find daily fulfillment and excitement.
PERSONAL GROOMING
Grooming means dressing well, to be presentable to others. You may want to give a little more attention to
how you dress at work because what you wear may be substantially influencing your career path.
Although nothing takes the place of talent, hard work, innate ability and ambition, looking your
18
professional best in the workplace can give you a Competitive advantage. It simply means dressing in a
way that projects an image of the sophisticated, successful working individual you are or would like to
become.
When you are fresh and well groomed, it creates a positive impression. Research has shown that good
looking people have a 20% advantage over the not so groomed ones. If you are a genius, perhaps you can
get away with anything. If you are not, though, here are some basic rules to conform to:
1. Daily showers are a necessity.
2. Hair must be shampooed at least once in 2 days and conditioned once a week.
3. A hairstyle to suit your face and personality must be chosen.
4. Eyes, nose and ears need to be cleaned in privacy and not in public.
5. Teeth need brushing and flossing every morning and night, and rinsing after every meal. Make
sure not to eat any pungent food during office hours. If you do, rinse your mouth thoroughly and
eat some mouth freshener.
6. Nails should be clipped and filed short for men and be of medium length for women. It is
understood that medium length nails have to be clean and if painted, the enamel should not be
chipped. Bright and zany nails are great for parties but not for work.
7. Toes and feet too should be taken care of. The feet should be kept clean and crack free. The
toenails should go through a routine of cleaning. Ladies can paint them in mild colours for work
and try and have a pedicure once every fortnight.
GROOMING MEN
DRESS: As a rule, the simpler the better.
SHIRTS
Colours: White, off white, pale, blue shirts are preferred; though you may wear dark colored shirts
too.(given
below
are
the
colours
preferred
by
professionals).
It is important to button up your shirt till the collar button
TROUSERS: They should preferably be dark though you may wear beige and with a dark colored
shirt.
Try
to
have
at
least
one
pair
of
black
trousers
Trousers may or may not have pleats
TIES: To play it safe choose a traditional silk tie, No loud colours or patterns. Given below are
some well accepted colour sand patternsyou may be wise to avoid ties with images and designer
logos Your tie should co-ordinate with your attire the knot should be a perfect triangle Do not
enter a clinic like this (observe the tie and the shirt button)
SOCKS: Choose a color that coordinates with your trousers (usually black, dark gray, dark brown
or dark blue) Make sure they are long enough not to expose your skin when you sit down. As a
thumb rule, do not wear white socks. Wear clean socks to avoid bad odour
SHOES: Wear a good pair of leather shoes-black and brown/tan shoes. Shoes must be polished
everyday Do not wear shoes that look casual. Also, do not wear shoes with worn out heels.
BELTS: Wear only formal belts with a sleek buckle. As thumb rule, match your belt to your
shoes.
WATCHES: Preferably wear leather strapped watches. If you wear a metal strapped watch, make
sure that it fits the wrist well
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HAIRSTYLES: Hairstyles should be clean and neat, avoiding extreme styles or colors, and
trimmed above the collar leaving the ear uncovered. Sideburns should not extend below the earlobe
or onto the cheek. If worn, mustaches should be neatly trimmed and may not extend beyond or
below the corners of the mouth. Men are expected to be clean shaven; beards are not acceptable.
Earrings and other body piercing are unacceptable.
GROOMING WOMEN
DRESS: You may wear Salwaar kameez or formal shirt/trousers. Preferably choose small prints or
self colors. And tight fitting clothes Avoid plunging necklines, sleeveless. You may wear a tunic
with a pair of formal trousers.
HAIR: extreme styles or colorations, or unnatural colors
SHOES/SANDALS: Shoes with 1 -inch heels are standard. You may wear a pair with smaller
heels or a flat pair. Stick with a black/brown pair. Be sure your shoes are polished and that your
heels are intact. Do not wear colorful sandals. Avoid heels and sandals with heels. Avoid white
colored sandals as they get dirty easily. If you do, clean them well
BAGS: Apart from your working bag if you are carrying an additional bag, preferably, carry a
black or a brown one
ACCESSORIES:
Earrings: Wear stubs or small rings. Do not wear hoops or dangling earrings
Bracelets/Bangles: You may wear either a bracelet or a bangle. Avoid both.
Avoid chunky bracelets or too many bangles.
Rings: Keep them simple and not chunky.
Chains: You may wear thin chains with small lockets. Do not wear ornamental/ chunky
jewelry even if it is an occasion
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Healthy self-esteem is based on our ability to assess ourselves accurately (know ourselves) and still be
able to accept and to value ourselves unconditionally. This means being able to realistically acknowledge
our strengths and limitations (which is part of being human) and at the same time accepting ourselves as
worthy and worthwhile without conditions or reservations.
Where Does Self-Esteem Come From?
Our self-esteem develops and evolves throughout our lives as we build an image of ourselves through our
experiences with different people and activities. Experiences during our childhood play a particularly large
role in the shaping of our basic self-esteem. When we were growing up, our successes (and failures) and
how we were treated by the members of our immediate family, by our teachers, coaches, religious
authorities, and by your peers, all contributed to the creation of our basic self-esteem. Self-esteem is
largely developed during childhood.
What Does Your "Inner Voice" Say?
Healthy Self-Esteem
Childhood experiences that lead to
healthy self-esteem include Being praised
Being listened to
Being spoken to respectfully
Getting attention and hugs
Experiencing success in sports
or school
Having trustworthy friends
Low Self-Esteem
Childhood experiences that lead to low self-esteem include Being harshly criticized
Being yelled at, or beaten
Being ignored, ridiculed or teased
Being expected to be "perfect" all the time
Experiencing failures in sports or school
People with low self-esteem were often given messages that failed experiences
(losing a game, getting a poor grade, etc.) were failures of their whole self.
Our past experiences, even the things we don't usually think about, are all alive and active in our daily life
in the form of an Inner Voice. Although most people do not "hear" this voice in the same way they would
a spoken one, in many ways it acts in a similar way, constantly repeating those original messages to us.
For people with healthy self-esteem the messages of the inner voice are positive and reassuring. For people
with low self-esteem, the inner voice becomes a harsh inner critic, constantly criticizing, punishing, and
belittling their accomplishments.
THREE Faces of Low Self-Esteem
Most of us have an image of what low self-esteem looks like, but it is not always so easy to recognize.
Here are three common faces that low self-esteem may wear:
The Impostor: acts happy and successful, but is really terrified of failure. Lives with the constant fear that
she or he will be "found out." Needs continuous successes to maintain the mask of positive self-esteem,
which may lead to problems with perfectionism, procrastination, competition, and burnout.
The Rebel: acts like the opinions or good will of others - especially people who are important or powerful
- don't matter. Lives with constant anger about not feeling "good enough." Continuously needs to prove
that others' judgments and criticisms don't hurt, which may lead to problems like blaming others
excessively, breaking rules or laws, or fighting authority procrastination, competition, and burn-out.
The Loser: acts helpless and unable to cope with the world and waits for someone to come to the rescue.
Uses self-pity or indifference as a shield against fear of taking responsibility for changing his or her life.
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Looks constantly to others for guidance, which can lead to such problems as lacking assertiveness skills,
under-achievement, and excessive reliance on others in relationships.
Consequences of Low Self-Esteem
Low self-esteem can have devastating consequences.
It can create anxiety, stress, loneliness and increased likelihood for depression.
It can cause problems with friendships and relationships.
It can seriously impair academic and job performance.
It can lead to underachievement and increased vulnerability to drug and alcohol abuse.
Worst of all, these negative consequences themselves reinforce the negative self-image and can take a
person into a downward spiral of lower and lower self-esteem and increasingly non-productive or even
actively self-destructive behavior.
Three Steps to Better Self-Esteem
Before you can begin to improve your self-esteem you must first believe that you can change it. Change
doesn't necessarily happen quickly or easily, but it can happen. You are not powerless! Once you have
accepted, or are at least willing to entertain the possibility that you are not powerless, there are three steps
you can take to begin to change your self-esteem:
Your Rebuttals:
22
Ask friends to tell you what they like about you or think you do well.
Ask someone who cares about you to just listen to you "vent" for a little while without trying to
"fix" things.
Ask for a hug.
Ask someone who loves you to remind you that they do.
Go to professors or advisors or tutors to ask for help in classes if this is a problem for you.
Remember: They are there to help you learn!
If you lack self-confidence in certain areas, take classes or try out new activities to increase your
sense of competence (for example, take a math class, join a dance club, take swimming lessons,
etc.)
require much failure for them to lose faith in their capabilities. They fall easy victim to stress and
depression.
I. Sources of Self-Efficacy:
People's beliefs about their efficacy can be developed by four main sources of influence. The most
effective way of creating a strong sense of efficacy is through mastery experiences. Successes build a
robust belief in one's personal efficacy. Failures undermine it, especially if failures occur before a sense of
efficacy is firmly established.
If people experience only easy successes they come to expect quick results and are easily discouraged by
failure. A resilient sense of efficacy requires experience in overcoming obstacles through perseverant
effort. Some setbacks and difficulties in human pursuits serve a useful purpose in teaching that success
usually requires sustained effort. After people become convinced they have what it takes to succeed, they
persevere in the face of adversity and quickly rebound from setbacks. By sticking it out through tough
times, they emerge stronger from adversity.
The second way of creating and strengthening self-beliefs of efficacy is through the vicarious experiences
provided by social models. Seeing people similar to oneself succeed by sustained effort raises observers'
beliefs that they too possess the capabilities master comparable activities to succeed. By the same token,
observing others' fail despite high effort lowers observers' judgments of their own efficacy and undermines
their efforts. The impact of modeling on perceived self-efficacy is strongly influenced by perceived
similarity to the models. The greater the assumed similarity the more persuasive are the models' successes
and failures. If people see the models as very different from themselves their perceived self-efficacy is not
much influenced by the models' behavior and the results its produces.
Modeling influences do more than provide a social standard against which to judge one's own capabilities.
People seek proficient models who possess the competencies to which they aspire. Through their behavior
and expressed ways of thinking, competent models transmit knowledge and teach observers effective skills
and strategies for managing environmental demands. Acquisition of better means raises perceived selfefficacy.
Social persuasion is a third way of strengthening people's beliefs that they have what it takes to succeed.
People who are persuaded verbally that they possess the capabilities to master given activities are likely to
mobilize greater effort and sustain it than if they harbor self-doubts and dwell on personal deficiencies
when problems arise. To the extent that persuasive boosts in perceived self-efficacy lead people to try hard
enough to succeed, they promote development of skills and a sense of personal efficacy.
It is more difficult to instill high beliefs of personal efficacy by social persuasion alone than to undermine
it. Unrealistic boosts in efficacy are quickly disconfirmed by disappointing results of one's efforts. But
people who have been persuaded that they lack capabilities tend to avoid challenging activities that
cultivate potentialities and give up quickly in the face of difficulties. By constricting activities and
undermining motivation, disbelief in one's capabilities creates its own behavioral validation.
Successful efficacy builders do more than convey positive appraisals. In addition to raising people's beliefs
in their capabilities, they structure situations for them in ways that bring success and avoid placing people
in situations prematurely where they are likely to fail often. They measure success in terms of selfimprovement rather than by triumphs over others.
25
People also rely partly on their somatic and emotional states in judging their capabilities. They interpret
their stress reactions and tension as signs of vulnerability to poor performance. In activities involving
strength and stamina, people judge their fatigue, aches and pains as signs of physical debility. Mood also
affects people's judgments of their personal efficacy. Positive mood enhances perceived self-efficacy,
despondent mood diminishes it. The fourth way of modifying self-beliefs of efficacy is to reduce people's
stress reactions and alter their negative emotional proclivities and misinterpretations of their physical
states.
It is not the sheer intensity of emotional and physical reactions that is important but rather how they are
perceived and interpreted. People who have a high sense of efficacy are likely to view their state of
affective arousal as an energizing facilitator of performance, whereas those who are beset by self- doubts
regard their arousal as a debilitator. Physiological indicators of efficacy play an especially influential role
in health functioning and in athletic and other physical activities.
II. Efficacy-Activated Processes :
Much research has been conducted on the four major psychological processes through which self-beliefs
of efficacy affect human functioning.
A. Cognitive Processes
The effects of self-efficacy beliefs on cognitive processes take a variety of forms. Much human behavior,
being purposive, is regulated by forethought embodying valued goals. Personal goal setting is influenced
by self-appraisal of capabilities. The stronger the perceived self-efficacy, the higher the goal challenges
people set for themselves and the firmer is their commitment to them.
Most courses of action are initially organized in thought. People's beliefs in their efficacy shape the types
of anticipatory scenarios they construct and rehearse. Those who have a high sense of efficacy, visualize
success scenarios that provide positive guides and supports for performance. Those who doubt their
efficacy visualize failure scenarios and dwell on the many things that can go wrong. It is difficult to
achieve much while fighting self-doubt. A major function of thought is to enable people to predict events
and to develop ways to control those that affect their lives. Such skills require effective cognitive
processing of information that contains many ambiguities and uncertainties. In learning predictive and
regulative rules people must draw on their knowledge to construct options, to weight and integrate
predictive factors, to test and revise their judgments against the immediate and distal results of their
actions, and to remember which factors they had tested and how well they had worked.
It requires a strong sense of efficacy to remain task oriented in the face of pressing situational demands,
failures and setbacks that have significant repercussions. Indeed, when people are faced with the tasks of
managing difficult environmental demands under taxing circumstances, those who are beset by self-doubts
about their efficacy become more and more erratic in their analytic thinking, lower their aspirations and
the quality of their performance deteriorates. In contrast, those who maintain a resilient sense of efficacy
set themselves challenging goals and use good analytic thinking, which pays off in performance
accomplishments.
B. Motivational Processes
26
Self-beliefs of efficacy play a key role in the self-regulation of motivation. Most human motivation is
cognitively generated. People motivate themselves and guide their actions anticipatorily by the exercise of
forethought. They form beliefs about what they can do. They anticipate likely outcomes of prospective
actions. They set goals for themselves and plan courses of action designed to realize valued futures.
There are three different forms of cognitive motivators around which different theories have been built.
They include causal attributions, outcome expectancies, and cognized goals. The corresponding theories
are attribution theory, expectancy-value theory and goal theory, respectively. Self-efficacy beliefs operate
in each of these types of cognitive motivation. Self-efficacy beliefs influence causal attributions. People
who regard themselves as highly efficacious attribute their failures to insufficient effort, those who regard
themselves as inefficacious attribute their failures to low ability. Causal attributions affect motivation,
performance and affective reactions mainly through beliefs of self-efficacy.
In expectancy-value theory, motivation is regulated by the expectation that a given course of behavior will
produce certain outcomes and the value of those outcomes. But people act on their beliefs about what they
can do, as well as on their beliefs about the likely outcomes of performance. The motivating influence of
outcome expectancies is thus partly governed by self-beliefs of efficacy. There are countless attractive
options people do not pursue because they judge they lack the capabilities for them. The predictiveness of
expectancy-value theory is enhanced by including the influence of perceived self- efficacy.
The capacity to exercise self-influence by goal challenges and evaluative reaction to one's own attainments
provides a major cognitive mechanism of motivation. A large body of evidence shows that explicit,
challenging goals enhance and sustain motivation. Goals operate largely through self-influence processes
rather than regulate motivation and action directly. Motivation based on goal setting involves a cognitive
comparison process. By making self-satisfaction conditional on matching adopted goals, people give
direction to their behavior and create incentives to persist in their efforts until they fulfill their goals. They
seek self-satisfaction from fulfilling valued goals and are prompted to intensify their efforts by discontent
with substandard performances.
Motivation based on goals or personal standards is governed by three types of self influences. They
include self-satisfying and self-dissatisfying reactions to one's performance, perceived self-efficacy for
goal attainment, and readjustment of personal goals based on one's progress. Self-efficacy beliefs
contribute to motivation in several ways: They determine the goals people set for themselves; how much
effort they expend; how long they persevere in the face of difficulties; and their resilience to failures.
When faced with obstacles and failures people who harbor self-doubts about their capabilities slacken their
efforts or give up quickly. Those who have a strong belief in their capabilities exert greater effort when
they fail to master the challenge. Strong perseverance contributes to performance accomplishments.
C. Affective Processes
People's beliefs in their coping capabilities affect how much stress and depression they experience in
threatening or difficult situations, as well as their level of motivation. Perceived self-efficacy to exercise
control over stressors plays a central role in anxiety arousal. People who believe they can exercise control
over threats do not conjure up disturbing thought patterns. But those who believe they cannot manage
threats experience high anxiety arousal. They dwell on their coping deficiencies. They view many aspects
of their environment as fraught with danger. They magnify the severity of possible threats and worry about
things that rarely happen. Through such inefficacious thinking they distress themselves and impair their
level of functioning. Perceived coping self-efficacy regulates avoidance behavior as well as anxiety
27
arousal. The stronger the senses of self-efficacy the bolder people are in taking on taxing and threatening
activities.
Anxiety arousal is affected not only by perceived coping efficacy but also by perceived efficacy to control
disturbing thoughts. The exercise of control over one's own consciousness is summed up well in the
proverb: "You cannot prevent the birds of worry and care from flying over your head. But you can stop
them from building a nest in your head." Perceived self-efficacy to control thought processes is a key
factor in regulating thought produced stress and depression. It is not the sheer frequency of disturbing
thoughts but the perceived inability to turn them off that is the major source of distress. Both perceived
coping self-efficacy and thought control efficacy operate jointly to reduce anxiety and avoidant behavior.
Social cognitive theory prescribes mastery experiences as the principal means of personality change.
Guided mastery is a powerful vehicle for instilling a robust sense of coping efficacy in people whose
functioning is seriously impaired by intense apprehension and phobic self-protective reactions. Mastery
experiences are structured in ways to build coping skills and instill beliefs that one can exercise control
over potential threats. Intractable phobics, of course, are not about to do what they dread. One must,
therefore, create an environment so that incapacitated phobics can perform successfully despite
themselves. This is achieved by enlisting a variety of performance mastery aids. Feared activities are first
modeled to show people how to cope with threats and to disconfirm their worst fears. Coping tasks are
broken down into subtasks of easily mastered steps. Performing feared activities together with the therapist
further enables phobics to do things they would resist doing by themselves. Another way of overcoming
resistance is to use graduated time. Phobics will refuse threatening tasks if they will have to endure stress
for a long time. But they will risk them for a short period. As their coping efficacy increases the time they
perform the activity is extended. Protective aids and dosing the severity of threats also help to restore and
develop a sense of coping efficacy.
After functioning is fully restored, the mastery aids are withdrawn to verify that coping successes stem
from personal efficacy rather than from mastery aids. Self-directed mastery experiences, designed to
provide varied confirmatory tests of coping capabilities, are then arranged to strengthen and generalize the
sense of coping efficacy. Once people develop a resilient sense of efficacy they can withstand difficulties
and adversities without adverse effects.
Guided mastery treatment achieves widespread psychological changes in a relatively short time. It
eliminates phobic behavior and anxiety and biological stress reactions, creates positive attitudes and
eradicates phobic ruminations and nightmares. Evidence that achievement of coping efficacy profoundly
affects dream activity is a particularly striking generalized impact.
A low sense of efficacy to exercise control produces depression as well as anxiety. It does so in several
different ways. One route to depression is through unfulfilled aspiration. People who impose on
themselves standards of self-worth they judge they cannot attain drive themselves to bouts of depression.
A second efficacy route to depression is through a low sense of social efficacy. People who judge
themselves to be socially efficacious seek out and cultivate social relationships that provide models on
how to manage difficult situations, cushion the adverse effects of chronic stressors and bring satisfaction
to people's lives. Perceived social inefficacy to develop satisfying and supportive relationships increases
vulnerability to depression through social isolation. Much human depression is cognitively generated by
dejecting ruminative thought. A low sense of efficacy to exercise control over ruminative thought also
contributes to the occurrence, duration and recurrence of depressive episodes.
28
Other efficacy-activated processes in the affective domain concern the impact of perceived coping selfefficacy on biological systems that affect health functioning. Stress has been implicated as an important
contributing factor to many physical dysfunctions. Controllability appears to be a key organizing principle
regarding the nature of these stress effects. It is not stressful life conditions per se, but the perceived
inability to manage them that is debilitating. Thus, exposure to stressors with ability to control them has no
adverse biological effects. But exposure to the same stressors without the ability to control them impairs
the immune system. The impairment of immune function increases susceptibility to infection, contributes
to the development of physical disorders and accelerates the progression of disease.
Biological systems are highly interdependent. A weak sense of efficacy to exercise control over stressors
activates autonomic reactions, catecholamine secretion and release of endogenous lipids. These biological
systems are involved in the regulation of the immune system. Stress activated in the process of acquiring
coping capabilities may have different effects than stress experienced in aversive situations with no
prospect in sight of ever gaining any self-protective efficacy. There are substantial evolutionary benefits to
experiencing enhanced immune function during development of coping capabilities vital for effective
adaptation. It would not be evolutionarily advantageous if acute stressors invariably impaired immune
function, because of their prevalence in everyday life. If this were the case, people would experience high
vulnerability to infective agents that would quickly do them in. There is some evidence that providing
people with effective means for managing stressors may have a positive effect on immune function.
Moreover, stress aroused while gaining coping mastery over stressors can enhance different components
of the immune system.
There are other ways in which perceived self-efficacy serves to promote health. Lifestyle habits can
enhance or impair health. This enables people to exert behavioral influence over their vitality and quality
of health. Perceived self-efficacy affects every phase of personal change--whether people even consider
changing their health habits; whether they enlist the motivation and perseverance needed to succeed
should they choose to do so; and how well they maintain the habit changes they have achieved. The
stronger the perceived self-regulatory efficacy the more successful people are in reducing health-impairing
habits and adopting and integrating health-promoting habits into their regular lifestyle. Comprehensive
community programs designed to prevent cardiovascular disease by altering risk-related habits reduce the
rate of morbidity and mortality.
D. Selection Processes
The discussion so far has centered on efficacy-activated processes that enable people to create beneficial
environments and to exercise some control over those they encounter day in and day out. People are partly
the product of their environment. Therefore, beliefs of personal efficacy can shape the course lives take by
influencing they types of activities and environments people choose. People avoid activities and situations
they believe exceed their coping capabilities. But they readily undertake challenging activities and select
situations they judge themselves capable of handling. By the choices they make, people cultivate different
competencies, interests and social networks that determine life courses. Any factor that influences choice
behavior can profoundly affect the direction of personal development. This is because the social influences
operating in selected environments continue to promote certain competencies, values, and interests long
after the efficacy decisional determinant has rendered its inaugurating effect.
Career choice and development is but one example of the power of self-efficacy beliefs to affect the course
of life paths through choice-related processes. The higher the level of people's perceived self-efficacy the
wider the range of career options they seriously consider, the greater their interest in them, and the better
29
they prepare themselves educationally for the occupational pursuits they choose and the greater is their
success. Occupations structure a good part of people's lives and provide them with a major source of
personal growth.
III. Adaptive Benefits of Optimistic Self-Beliefs of Efficacy:
1. There is a growing body of evidence that human accomplishments and positive well-being required
an optimistic sense of personal efficacy. This is because ordinary social realities are strewn with
difficulties. They are full of impediments, adversities, setbacks, frustrations, and inequities. People
must have a robust sense of personal efficacy to sustain the perseverant effort needed to succeed.
In pursuits strewn with obstacles, realists either forsake them, abort their efforts prematurely when
difficulties arise or become cynical about the prospects of effecting significant changes.
2. It is widely believed that misjudgment breeds personal problems. Certainly, gross miscalculation
can get one into trouble. However, the functional value of accurate self-appraisal depends on the
nature of the activity. Activities in which mistakes can produce costly or injurious consequences
call for accurate self- appraisal of capabilities. It is a different matter where difficult
accomplishments can produce substantial personal and social benefits and the costs involve one's
time, effort, and expendable resources. People with a high sense of efficacy have the staying power
to endure the obstacles and setbacks that characterize difficult undertakings.
3. When people err in their self-appraisal they tend to overestimate their capabilities. This is a benefit
rather than a cognitive failing to be eradicated. If efficacy beliefs always reflected only what
people can do routinely they would rarely fail but they would not set aspirations beyond their
immediate reach nor mount the extra effort needed to surpass their ordinary performances.
4. People who experience much distress have been compared in their skills and beliefs in their
capabilities with those who do not suffer from such problems. The findings show that it is often the
normal people who are distorters of reality. But they display self-enhancing biases and distort in
the positive direction. People who are socially anxious or prone to depression are often just as
socially skilled as those who do not suffer from such problems. But the normal ones believe they
are much more adept than they really are. The non-depressed people also have a stronger belief
that they exercise some control over situations.
5. Social reformers strongly believe that they can mobilize the collective effort needed to bring social
change. Although their beliefs are rarely fully realized they sustain reform efforts that achieve
important gains. Were social reformers to be entirely realistic about the prospects of transforming
social systems they would either forego the endeavor or fall easy victim to discouragement.
Realists may adapt well to existing realities. But those with a tenacious self-efficacy are likely to
change those realities.
6. Innovative achievements also require a resilient sense of efficacy. Innovations require heavy
investment of effort over a long period with uncertain results. Moreover, innovations that clash
with existing preferences and practices meet with negative social reactions. It is, therefore, not
surprising that one rarely finds realists in the ranks of innovators and great achievers.
IV. Development and Exercise of Self-Efficacy over the Lifespan
Different periods of life present certain types of competency demands for successful functioning. These
normative changes in required competencies with age do not represent lock-step stages through which
everyone must inevitably pass. There are many pathways through life and, at any given period, people
vary substantially in how efficaciously they manage their lives. The sections that follow provide a brief
30
analysis of the characteristic developmental changes in the nature and scope of perceived self-efficacy
over the course of the lifespan.
A. Origins of a Sense of Personal Agency
The newborn comes without any sense of self. Infants exploratory experiences in which they see
themselves produce effects by their actions provide the initial basis for developing a sense of efficacy.
Shaking a rattle produces predictable sounds, energetic kicks shake their cribs, and screams bring adults.
By repeatedly observing that environmental events occur with action, but not in its absence, infants learn
that actions produce effects. Infants who experience success in controlling environmental events become
more attentive to their own behavior and more competent in learning new efficacious responses, than are
infants for whom the same environmental events occur regardless of how they behave.
Development of a sense of personal efficacy requires more than simply producing effects by actions.
Those actions must be perceived as part of oneself. The self becomes differentiated from others through
dissimilar experience. If feeding oneself brings comfort, whereas seeing others feed themselves has no
similar effect, one's own activity becomes distinct from all other persons. As infants begin to mature those
around them refer to them and treat them as distinct persons. Based on growing personal and social
experiences they eventually form a symbolic representation of themselves as a distinct self.
B. Familial Sources of Self-Efficacy
Young children must gain self-knowledge of their capabilities in broadening areas of functioning. They
have to develop, appraise and test their physical capabilities, their social competencies, their linguistic
skills, and their cognitive skills for comprehending and managing the many situations they encounter
daily. Development of sensor motor capabilities greatly expands the infants' exploratory environment and
the means for acting upon it. These early exploratory and play activities, which occupy much of children's
waking hours, provide opportunities for enlarging their repertoire of basic skills and sense of efficacy.
Successful experiences in the exercise of personal control are central to the early development of social
and cognitive competence. Parents who are responsive to their infants' behavior, and who create
opportunities for efficacious actions by providing an enriched physical environment and permitting
freedom of movement for exploration, have infants who are accelerated in their social and cognitive
development. Parental responsiveness increases cognitive competence, and infants' expanded capabilities
elicit greater parental responsiveness in a two-way influence. Development of language provides children
with the symbolic means to reflect on their experiences and what others tell them about their capabilities
and, thus, to expand their self-knowledge of what they can and cannot do.
The initial efficacy experiences are centered in the family. But as the growing child's social world rapidly
expands, peers become increasingly important in children's developing self-knowledge of their
capabilities. It is in the context of peer relations that social comparison comes strongly into play. At first,
the closest comparative age-mates are siblings. Families differ in number of siblings, how far apart in age
they are, and in their sex distribution. Different family structures, as reflected in family size, birth order,
and sibling constellation patterns, create different social comparisons for judging one's personal efficacy.
Younger siblings find themselves in the unfavorable position of judging their capabilities in relation to
older siblings who may be several years advanced in their development.
C. Broadening of Self-Efficacy Through Peer Influences
31
Children's efficacy-testing experiences change substantially as they move increasingly into the larger
community. It is in peer relationships that they broaden self-knowledge of their capabilities. Peers serve
several important efficacy functions. Those who are most experienced and competent provide models of
efficacious styles of thinking and behavior. A vast amount of social learning occurs among peers. In
addition, age-mates provide highly informative comparisons for judging and verifying one's self-efficacy.
Children are, therefore, especially sensitive to their relative standing among the peers in activities that
determine prestige and popularity.
Peers are neither homogeneous nor selected indiscriminately. Children tend to choose peers who share
similar interests and values. Selective peer association will promote self-efficacy in directions of mutual
interest, leaving other potentialities underdeveloped. Because peers serve as a major influence in the
development and validation of self-efficacy, disrupted or impoverished peer relationships can adversely
affect the growth of personal efficacy. A low sense of social efficacy can, in turn, create internal obstacles
to favorable peer relationships. Thus, children who regard themselves as socially inefficacious withdraw
socially, perceive low acceptance by their peers and have a low sense of self-worth. There are some forms
of behavior where a high sense of efficacy may be socially alienating rather than socially affiliating. For
example, children who readily resort to aggression perceive themselves as highly efficacious in getting
things they want by aggressive means.
D. School as an Agency for Cultivating Cognitive Self-Efficacy
During the crucial formative period of children's lives, the school functions as the primary setting for the
cultivation and social validation of cognitive competencies. School is the place where children develop the
cognitive competencies and acquire the knowledge and problem-solving skills essential for participating
effectively in the larger society. Here their knowledge and thinking skills are continually tested, evaluated,
and socially compared. As children master cognitive skills, they develop a growing sense of their
intellectual efficacy. Many social factors, apart from the formal instruction, such as peer modeling of
cognitive skills, social comparison with the performances of other students, motivational enhancement
through goals and positive incentives, and teachers interpretations of children's successes and failures in
ways that reflect favorably or unfavorably on their ability also affect children's judgments of their
intellectual efficacy.
The task of creating learning environments conducive to development of cognitive skills rests heavily on
the talents and self-efficacy of teachers. Those who are have a high sense of efficacy about their teaching
capabilities can motivate their students and enhance their cognitive development. Teachers who have a
low sense of instructional efficacy favor a custodial orientation that relies heavily on negative sanctions to
get students to study. Teachers operate collectively within an interactive social system rather than as
isolates. The belief systems of staffs create school cultures that can have vitalizing or demoralizing effects
on how well schools function as a social system. Schools in which the staff collectively judges themselves
as powerless to get students to achieve academic success convey a group sense of academic futility that
can pervade the entire life of the school. Schools in which staff members collectively judge themselves
capable of promoting academic success imbue their schools with a positive atmosphere for development
that promotes academic attainments regardless of whether they serve predominantly advantaged or
disadvantaged students.
Students' belief in their capabilities to master academic activities affects their aspirations, their level of
interest in academic activities, and their academic accomplishments. There are a number of school
practices that, for the less talented or ill prepared, tend to convert instructional experiences into education
32
in inefficacy. These include lock-step sequences of instruction, which lose many children along the way;
ability groupings which further diminish the perceived self-efficacy of those cast in the lower ranks; and
competitive practices where many are doomed to failure for the success of a relative few.
Classroom structures affect the development of intellectual self-efficacy, in large part, by the relative
emphasis they place on social comparison versus self-comparison appraisal. Self- appraisals of less able
students suffer most when the whole group studies the same material and teachers make frequent
comparative evaluations. Under such a monolithic structure students rank themselves according to
capability with high consensus. Once established, reputations are not easily changed. In a personalized
classroom structure, individualized instruction tailored to students' knowledge and skills enables all of
them to expand their competencies and provides less basis for demoralizing social comparison. As a result,
students are more likely to compare their rate of progress to their personal standards than to the
performance of others. Self-comparison of improvement in a personalized classroom structure raises
perceived capability. Cooperative learning structures, in which students work together and help one
another also tend to promote more positive self-evaluations of capability and higher academic attainments
than do individualistic or competitive ones.
E. Growth of Self-Efficacy Through Transitional Experiences of Adolescence
Each period of development brings with it new challenges for coping efficacy. As adolescents approach
the demands of adulthood, they must learn to assume full responsibility for themselves in almost every
dimension of life. This requires mastering many new skills and the ways of adult society. Learning how to
deal with pubertal changes, emotionally invested partnerships and sexuality becomes a matter of
considerable importance. The task of choosing what lifework to pursue also looms large during this period.
These are but a few of the areas in which new competencies and self-beliefs of efficacy have to be
developed.
With growing independence during adolescence some experimentation with risky behavior is not all that
uncommon. Adolescents expand and strengthen their sense of efficacy by learning how to deal
successfully with potentially troublesome matters in which they are unpracticed as well as with
advantageous life events. Insulation from problematic situations leaves one ill prepared to cope with
potential difficulties. Whether adolescents forsake risky activities or become chronically enmeshed in
them is determined by the interplay of personal competencies, self- management efficacy and the
prevailing influences in their lives.
Impoverished hazardous environments present especially harsh realities with minimal resources and social
supports for culturally valued pursuits, but extensive modeling, incentives and social supports for
transgressive styles of behavior. Such environments severely tax the coping efficacy of youth enmeshed in
them to make it through adolescence in ways that do not irreversibly foreclose many beneficial life paths.
Adolescence has often been characterized as a period of psychosocial turmoil. While no period of life is
ever free of problems, contrary to the stereotype of "storm and stress," most adolescents negotiate the
important transitions of this period without undue disturbance or discord. However, youngsters who enter
adolescence beset by a disabling sense of inefficacy transport their vulnerability to distress and debility to
the new environmental demands. The ease with which the transition from childhood to the demands of
adulthood is made similarly depends on the strength of personal efficacy built up through prior mastery
experiences.
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The performance of a person working in an organization depends on his own potential effectiveness as a
person, his technical competence, his managerial experience, etc. as well as now the role that he performs
in the organization is designed. It is the integration of the two (the person and the role) that ensures the
person's effectiveness in the organization. Effectiveness of a person-in-a-role-in-an- organization,
therefore, may depend on his own potential effectiveness, the potential effectiveness of the role and the
organizational climate. The potential effectiveness can be called efficacy. Personal efficacy would mean
potential effectiveness of a person in personal and interpersonal situations. Role efficacy would mean the
potential effectiveness of an individual occupying a particular role in an organization. Role efficacy can be
seen as the psychological factor underlying role effectiveness. In short, role efficacy is potential
effectiveness of a role.
Aspects of Role Efficacy:
Role efficacy has several aspects. The more these aspects are present in a role, the higher the efficacy of
that role is likely to be. These aspects can be classified into three groups, or dimensions. One dimension
of role efficacy is called "role making", contrasted with role taking. The first is an active attitude towards
the role (to define and make the role as one likes), whereas the second is a passive attitude (mainly
responding to others' expectations). The aspects in the second dimension are concerned with increasing
the power of the role, making it more important. This can be called "role centering", which can be
contrasted with "role entering" (accepting the role as given and reconciling oneself to its present
importance or unimportance). The third dimension is called "role linking" (extending the relationship of
the role with other roles and groups), contrasted with "role shrinking" (making the role narrow, confined to
work-related expectations).
Dimensions 1: Role Making
i.
ii.
iii.
iv.
Self-Role Integration: Every person has his strengths - his experience, his technical training, the
special skills he may have, and some unique contribution he may be able to make. The more the
role a person occupies provides an opportunity for the use of such special strengths, the higher the
efficacy is likely to be. This is called self-role integration. The self of the person and the role get
integrated through the possibility of a person's use of his special strengths in the role.
Proactivity: A person who occupies a role responds to various expectations people in the
organization have from that role. This certainly gives him satisfaction, and it also satisfies others
in the organization. However, if he is also to take initiative in starting some activity, his efficacy
will be higher.
Creativity: It is not only initiative which is important for efficacy. An opportunity to try new and
unconventional ways of solving problems or an opportunity to be creative is equally important.
Confrontation: In general, if people in an organization avoid problems, or shift the problems to
some other people to solve them, their role efficacy will be low. The general
tendency
to
confront the problems to find relevant solutions contributes to efficacy.
Centrality: If a person occupying a particular role in the organization generally feels that the role
he/she occupies is central in the organization, his/her role efficacy is likely to be high.
Influence: A related concept is that of influence or power. The more influence a person is able to
exercise in the role, the higher the role efficacy is likely to be.
36
iii.
Personal growth: One factor which contributes effectively to role efficacy is the perception that
the role provides the individual an opportunity to grow and develop.
ii.
iii.
Inter-role Linkage: Linkage of one's role with other roles in the organization increases efficacy.
If there is a joint effort in understanding problems, finding solutions, etc., the efficacy of the
various roles involved is likely to be high. Of course, the presumption is that people know how to
work effectively. Similarly, if a person is a member of a task group set up for a specific purpose,
his efficacy, with other factors being common is likely to be high. The feeling of isolation of a
role (that a person works without any linkage with other roles) reduces role efficacy.
Helping Relationship: In addition to inter-role linkages, the opportunity for people to receive and
give help also increases role efficacy. If persons performing a particular role feel that they can get
help from some source in the organization whenever they have such a need, they are likely to have
higher role efficacy. On the other hand, if there is a feeling that either no help is given when asked
for, or that the respondents are hostile, role efficacy will be low. Helping relationship is of both
kinds - feeling free to ask for help and expecting that help would be available when it is needed, as
well as willingness to give help and respond to the needs of others.
Superordination: A role may have linkages with systems, groups and entities beyond the
organization. When a person performing a particular role feels that what he does as a part of his
role is likely to be of value to a larger group, his efficacy is likely to be high. The roles which give
opportunities to role occupants to work for super ordinate goals have highest role efficacy. Super
ordinate goals are goals of serving large groups, efforts.
Self-Role distance: This stress arises out of the conflict between the self-concept and the
expectations from the role, as perceived by the role occupant. If a person occupies occupies a role
that he may subsequently find to be conflicting with the self concept, he feels stressed. Thus there
is a need for role occupant to explore the possibilities of reducing the self-role distance by a
technique called role integration which may prove as a functional strategy.
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2.
3.
4.
Intra-role conflict: Since an individual seems to develop expectations as a result of his socializing
and identification with significant others, it is quite likely that he sees a certain incompatibility
between the different expectations of his role, which may lead to role shrinkage. Here the role
occupant should think in terms of role linkage by using creativity.
Role stagnation: An individual grows older; he also grows in the role that he occupies in an
Organization. With the individuals advancement, the role changes; and with his change in role,
the need for taking on a new role becomes crucial. This problem of role growth becomes acute
especially when an individual outgrows the previous one and takes charge of the new role
effectively. This is bound to produce some stress. To overcome stagnation the individual should
develop a functional strategy of role transition.
Inter role distance: When an individual occupies more than one role there is bound to be
conflicts between them. Inter role conflicts are quite frequent in modern society, where an
individual is increasingly occupying multiple roles in various organizations and groups. To deal
with this conflict the role occupant should involve in role negotiation in order to overcome
isolation of inter-role distance.
Role Set Conflicts: The role set conflict consists of important persons who have varying expectations
from the role that an individual occupies. The conflicts, which arise as a result of incompatibility
among these expectations by the significant others, are referred to as role set conflicts. These conflict
take the forms mentioned below:
a.
b.
c.
d.
Role ambiguity: When an individual is not clear about the various expectations that
people have from his role, he faces role ambiguity. Role ambiguity may be due to lack of
information available to a role occupant, or his lack of understanding of the cues available
to him. Role ambiguity may be in relation to activities, responsibilities, priorities, norms or
general expectations. Generally role ambiguity is experienced by persons occupying, roles
that are newly created in Organizations, roles that are undergoing change or process roles
(with less clear or less concrete activities). This may lead to role prescription and role
taking which is dysfunctional for the individual, hence to make it functional the individual
has to explore the possibility of role clarification, thus the functional strategy would be role
making.
Role overload: When a role occupant feels that there are too many expectations from the,
significant others in his role set, he experiences role overload has been measured by asking
questions about peoples feelings on whether they can finish work given to them during a
modified work day and whether the amount of work they do might interfere with how well
it is done. Most executive role occupants lack power, where there are large variations in
the expected output, and when delegation or assistance cannot procure more time. The role
occupant needs to undertake the role slimming process by being clear with the role senders
thus making the role functional.
Role erosion: A role occupant may feel that the functions he would like to perform are
being dome by some other role. Role erosion is the individuals subjective feeling that
some important expectations that he has from a role are shared by the other roles within the
role set. Role erosion is likely to be experienced in an organization that is redefining its
role and creating new roles. The role occupant will fight for rights and rules thereby
making the role dysfunctional. The organization needs to enrich the role the occupant
plays.
Role inadequacy: Resource inadequacy stress is experience when the resources required
by a role occupant for performing his role effectively are not available. Resources may
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e.
f.
include information, people, material, finance or facilities. To overcome this situation, the
role occupant needs to approach authority with facts and figures of how resources can
increase productivity.
Personal inadequacy: When a role occupant feels that he does not have enough
knowledge, skills or training to undertake a role effectively, or that he has not had time to
prepare for the assigned role he may experience stress. Persons who are assigned new roles
without adequate preparation or orientation are likely to experience feelings of personal
inadequacy. The role occupant in this situation needs to address the problem with a
systematic plan of self-development with the help of Human Resource persons.
Role isolation: In a role set, the role occupant may feel that certain roles are
psychologically closer to him, while others ar at much a greater distance. The main
criterion of distance is the frequency and ease of interaction. When linkages are strong, the
role isolation will be low and vice versa. Role isolation can therefore be measures in terms
of existing and the desired linkages. The gap between them indicates the amount of role
isolation. To deal with this conflict the role occupant should involve in the role negotiation
in order to overcome isolation of inter-role distance. This is similar to what happens to
inter-role distance.
Self-motivation
People who are unable to motivate themselves must be content with mediocrity, no matter how
impressive their other talents. Andrew Carnegie
Self motivation is the ability to motivate yourself, to find a reason and the necessary strength to do
something, without the need of being influenced to do so by another person. Working in a careful and
consistent manner without giving up.
Self-motivation is the force that keeps pushing us to go on - it's our internal drive to achieve, produce,
develop, and keep moving forward. When you think you're ready to quit something, or you just don't know
how to start, your self-motivation is what pushes you to go on.
With self-motivation, you'll learn and grow - regardless of the specific situation. That's why it's such a
fundamental tool for reaching your goals, achieving your dreams, and succeeding, in this journey we call
life.
Motivation is an essential ingredient for consistently achieving goals and accomplishing significant tasks.
However, you don't always feel motivated to do what you know you should do. Here are three keys to
maintaining a steady, high level of motivation.
Direction. One of the biggest causes of lack of motivation is an absence of true direction. Set goals which
are clear, compelling, and meaningful to you. Write your goal down and get pictures of it. Make it crystal
clear in your mind. Define your target and never let your attention stray away from it. When you know
where you are going you'll stay upbeat, energetic and enthused about going there.
Action. When you take action you stir up your positive emotions and you rid your self of procrastination.
When you are in motion you worry less. There is less time for it. When you are in the process of taking
action anxiety gets replaced with anticipation. You are working towards a desired end and your focus gets
directed to that goal.
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Repetition. Repeat positive statements. Say positive words to yourself over and over again. State phrases
like these:
With every action that I take I move closer and closer to my goal.
I am winning because I am doing what it takes.
Right now I am taking the proper actions and I am getting the ideal results.
The more you repeat these affirmations the more motivated you will be. You will find that the
combination of work and self talk give you the positive mindset that you need to overcome
discouragement. No matter what the circumstances appear to be you will still win. You insure your victory
when you keep repeating the words which keep your mind on the desired results.
Need for self motivation:
1.
2.
3.
4.
5.
6.
You cannot always rely on others to encourage you, if you have positive friends who are always
there when you need them then you are indeed lucky and very much in the minority. If you are
lonely or have few friends when you face any difficulties in your life you must rely on your own
motivation to get you through. Lack of self motivation at that time could lead to depression.
You need self motivation to achieve because if you don't encourage yourself to accept opportunity
and challenge who will?
To plan and find direction in your life
To take up a new activity, hobby or challenge
To be enthusiastic about life and living
To have the courage to see things through despite setbacks or negative comments from others
Essential Skills for increasing your motivation and creating a motivated mindset:
Practice the Creative Mindset over the Competitive one When we focus on our competition it can drain
us of our creativity. It's through accessing and executing our creative impulses that we are able to maintain
a high level of motivation. Examine your competition for inspiration. Don't let your ideas be driven solely
by what your competition is doing.
Cultivate Courage When your locus of operation is from a place of fear your motivation is severely
inhibited. It becomes virtually impossible to do anything. You experience very little if any forward
movement and your feelings of well being quickly sink to an all time low. To cultivate more courage you
have to practice conscious conditioning. Conscious conditioning is being actively aware of what's going
on and strategically selecting a new mindset to replace & repair what isn't working for ya.
Strengthen Discipline You must have good discipline if you're going to be able to stick with the
endurance that a motivated mindset may require. When your discipline is strong you can push through
challenges and stay the course. Strengthening your discipline will increase your motivational aptitude.
Prioritize and Improve Time Management If you don't plan your time well you will very quickly drain
yourself of whatever motivation you started the day with. Setting priorities is a big part of time
management and having a flexible prioritizing agenda is very beneficial when it comes time to manage
your time. Time management is all about planning and you know what they say: If you fail to plan, than
you plan to fail.
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Manage Negativity It's when I am in the most positive space and mindset that I'm the most motivated. I
think that applies to most people. When you have a negative mindset or have people in your environment
who spread negative vibes it undermines the foundation necessary to maintain a motivated mindset.
Celebrate Successes Announcing and learning to celebrate your achievements is a big part of increasing
your motivational drive. So many people are shy about sharing their successes because they're afraid that
others will judge their successes as being something that's too small to be celebrated. That kind of thinking
is connected to thoughts of self judgement and not self assessment. You should freely announce and
express the successes you experience. When you do this you are practicing the attitude of gratitude and
also inviting more success to come into our life.
When you develop these 6 areas of your life it will result in increased motivation and a motivated mindset
that will help you achieve all of your dreams.
Building Self-motivation:
If you want to excel in life, self motivation is essential. You must know how to motivate yourself. You
must be able to keep your spirit high no matter how discouraging a situation is. Thats the only way to get
the power you need to overcome difficulties. Those who are discouraged in difficult times are certain to
lose even before the battle is over.
Self motivation can be effectively build as follows:
1. Have a cause
Cause can inspire you to give your best even in the face of difficulties. It can make you do the seemingly
impossible things.
While other causes could inspire you temporarily, a cause that matters to you can inspire you indefinitely.
Its a spring of motivation that will never dry. Whenever you think that you run out of motivation, you
can always come to your cause to get a fresh dose of motivation.
2. Have a dream. A big dream.
Only as high as I reach can I grow, only as far as I seek can I go, only as deep as I look can I see, only as
much as I dream can I be. Karen Ravn
Your cause is a powerful source of motivation but its still abstract in nature. You need to make it concrete
in the form of a dream. Imagine how the world will be in the future. Imagine how people will live and
work.
Having a dream is important because its difficult to be motivated if you dont have anything to shoot for.
Just think about people who play basketball. Will they be motivated to play if there is no basket to aim at?
I dont think so. They need a goal. You need a goal. Thats what your dream is for.
But just having a dream is insufficient. Your dream must be big enough to inspire you. It must be realistic
but challenging. It must stretch your ability beyond your comfort zone.
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3. Be hungry
Wanting something is not enough. You must hunger for it. Your motivation must be absolutely compelling
in
order
to
overcome
the
obstacles
that
will
invariably
come
your
way.
Les Brown
To be truly motivated, you need to have hunger and not just desire. Having mere desire wont take you
through difficult times since you dont want things badly enough. In many cases, hunger makes the
difference between the best performers and the mediocre ones.
How can you have hunger? Your cause and your dream play a big role here. If you have a cause you care
about and a big dream related to it, you should have the hunger inside of you. If you think that you are
losing hunger, all you need to do is to connect again to your cause and dream. Let them inspire you and
bring the hunger back.
4. Run your own race
I do not try to dance better than anyone else. I only try to dance better than myself. Mikhail Baryshnikov
Comparing yourself with others is an effective way to demotivate yourself. Even if you start with
enthusiasm, you will soon lose your energy when you compare yourself with others. Dont let that happen
to you. You have your own race so how other people perform is irrelevant. Comparing yourself with
others is like comparing the performance of a swimmer with a runner using the same time standard. They
are different so how can you compare one with the other? The only competitor you have is yourself. The
only one you need to beat is you. Have you become the best you can be?
5. Take one more step
Success is not final, failure is not fatal: it is the courage to continue that counts. Winston Churchill
When you meet obstacles along the way, there could be the tendency to quit. You may think that its too
difficult to move on. You may think that your dream is impossible to achieve. But this is where you can
see the difference between winners and losers. Though both of them face the same difficulties, there is one
thing that makes the winners different: the courage to continue. In difficult situations, just focus on taking
one more step forward. Dont think about how to complete the race. Dont think about how many more
obstacles are waiting for you. Just focus on taking the next step.
6. Let go of the past
Finish each day and be done with it. You have done what you could. Ralph Waldo Emerson.
Believe it or not, one of the best demotivators is your past. Your past can drag you down before you
realize it. Your past can give you a heavy burden on your shoulders.
The good news is its a burden you dont have to carry. Take it off your shoulder and leave it. You might
make mistakes in the past. You might disappoint others with what you did. But its over. Its already in the
past and theres nothing you can do about it.
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Today is a new day and you have the chance to start again. No matter how bad your past might be, you
still have a bright future ahead waiting for you. Just dont let the burden of the past stop you
Suggestions for people lacking self motivation:
1. Focus on what you really enjoy doing, maybe on something you want to take up or on a hobby
you've always wanted to devote more time to. What's stopping you? Think about giving it priority
to start doing what you love doing.
2. Make a list of things you'd like to improve on and how you're going to do it.
3. Review all the successes you've enjoyed in every area of your life, totally forget any negatives,
just positive successes here!
4. Start an exercise program - force yourself to do it, it'll make you feel much more positive.
5. Contact a positive friend and have a chat.
6. Read inspiring books that will help heal your mind and improve your attitude
Emotional
Informational
Behavioral
EMOTIONAL COMPONENT:
The emotional component includes the persons feelings or effect about an object, i.e. positive or negative.
Positive Attitudes: When an attitude towards a situation or subject is positive, then the person tends to be
receptive and he makes an effort to understand.
Negative Attitudes: In these types of attitude the person develops barriers and filters, accept data and
ideas selectively. The person rejects, ignores, minimizes some things and exaggerates others and criticizes
destructively. This is because of previously accepted ideas with which the new ideas are incompatible.
INFORMATIONAL COMPONENT
It consists of beliefs and information the individual has about the object. It makes no difference whether or
not this information is empirically real or correct. For example: a supervisor may believe that two weeks
of training is necessary before a worker can operate particular equipment. In reality, the average worker
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may be able to operate the machine successfully after only four days of training. Yet the information the
superior is using (that two weeks are necessary) is the key to his attitude about his training.
BEHAVIORAL COMPONENT
It consists of a persons tendency to behave in a particular way toward an object. For example: the
supervisor in the above paragraph may assign two weeks of machine training to all his new employees. It
is important to note that out of the three components of attitudes; only the behavioral component can be
directly observed. One cannot see another persons feelings and informational component.
The informational component that contains the beliefs about object provides the basis for attitude. Ones
feelings towards the object (the emotional component) are attitude itself. The behavioral intentions disrobe
ATTITUDE FORMATION
Attitudes are the results of beliefs. If employee believes that the current job will provide them with
experience and training necessary to be promoted, the resulting job attitude will be positive. As a result the
employee will want to stay with the organization (behavioral component) and will be as productive as
possible (actual behavior).
FACTORS THAT DETERMINE OUR ATTITUDE
Environment
Experiences
Education
Environment
This consists of home, school then the work place which creates a culture for us. Parents who respect each
other and create healthy atmosphere, leads to the upbringing of children with a healthy mind and a positive
attitude towards life. Media, traditions and social environment also influence a persons outlook on life.
Experiences
Events in life determine individuals behavior changes. Positive experiences with an individual make our
attitude positive towards him. Failures in life make us shy and introvert.
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Education
True education teaches us not only how to make a living but also how to live. Both formal as well as
informal education has an impact on the individual. It opens to us the doors of positive living.
What the person is inclined to do towards the object.
Types of Attitude
POSITIVE ATTITUDE:
Positive attitude helps to cope more easily with the daily affairs of life. It brings optimism into your life,
and makes it easier to avoid worry and negative thinking. If you adopt it as a way of life, it will bring
constructive changes into your life, and makes them happier, brighter and more successful. With a positive
attitude you see the bright side of life, become optimistic and expect the best to happen. It is certainly a
state of mind that is well worth developing and strengthening.
Positive attitude manifests in the following ways:
Positive thinking.
Constructive thinking.
Creative thinking.
Expecting success.
Optimism.
Motivation to accomplish your goals.
Being inspired.
Choosing happiness.
NEGATIVE ATTITUDE:
In these types of attitude the person develops barriers and filters, accept data and ideas selectively. The
person rejects, ignores, minimizes some things and exaggerates others and criticizes destructively. This is
because of previously accepted ideas with which the new ideas are incompatible. The negative world of
our imagination creates a negative world that is real and one that we are forced to live in. A negative
attitude is self-defeating. We wont find solutions to lifes problems by looking for someone or something
to blame. . The constant stress that flows from a negative attitude also saps ones energy, focus, and
motivation. It is hardly a formula for success. Also of great concern is the fact that those who refuse to
work on improving their negative attitude may slide into depression, self-pity, and hopelessness.
Additionally, negative people not only harm themselves; they harm the world. They cease to make a
contribution to it. Instead of helping, they spread gloom and misery everywhere.
NEUTRAL ATTITUDES:
It tends to be indifferent and though it accepts and rejects according to whether the things are compatible
or consistent with each other.
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Bitterness
Resentment
A purposeless life
Ill health
High stress levels for themselves and others
They create a negative environment at home and work and become liability to the society. They also pass
their negative behavior to others around them and to future generations.
When we became aware of negative attitudes why dont we change?
Human nature generally resists change. Change is uncomfortable. Regardless of its positive or negative
effects change can be stressful. Sometimes we get so comfortable with our negativity that even when the
change is for the positive we dont want to accept it we stay with the negative.
Charles Dickens wrote about a prisoner who stayed for many years in a dungeon. After serving his
sentence, he got his freedom. He was brought out from his cell into the bright day light of open world this
man looked all around and after a few minutes was so uncomfortable with his newly acquired freedom that
he asked to brought back to his cell into confinement. To him the dungeon, the chains and the darkness
were more secured and comfortable than accepting the change of freedom and the open world.
STEPS FOR BUILDING POSITIVE ATTITUDE
Step1:
Change focus look for the positive - Most people find what they are looking for. If they are looking for
friendship, happiness and the positive, that is what they get. If they are looking for fights or indifference,
then that is what they get.
Step 2:
Make a habit of doing it now - Life is not a dress rehearsal. I don't care what philosophy you believe in-we have got only one shot at this game called life. The stakes are too high. The stakes are the future
generations.
Step 3:
Develop an attitude of gratitude - Count your blessings, not your troubles
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Step 4:
Get into a continuous education program - Spend so much time improving yourself that you have no
time left to criticize others.
Step 5:
Build a positive self-esteem - If you want to build positive self-esteem quickly, one of the fastest ways is
to do something for others who cannot repay you in cash or kind.
Step 6:
Stay away from negative influences - A persons character is not only judged by the company he keeps,
but also by the company he avoids.
Step 7:
Learn to like the things that need to be done - Start by doing what is necessary, then what is possible,
and suddenly you are doing the impossible.
--St. Francis of Assisi
Step 8:
Start your day with a positive - "If you are going to change your life, you need to start immediately and
do it flamboyantly."
STEPS FOR MAINTAINING POSITIVE ATTITUDE
Our attitude is a result of deliberate action. We choose the ways we respond to difficulties in our lives.
Thats not to say that some situations are going to be more difficult than others, but there are steps we can
take to help maintain a positive attitude.
1. Know what is important
We often expend emotional energy on things that, if we stopped and thought about them, are not all that
important to us. Take time to clarify your personal beliefs and mission. Then, stop worrying about those
things that are not important in the overall scheme of your life.
2. Look after your physical wellbeing
Exercise, eating well, getting enough sleep can all contribute to a good attitude. If you feel good
physically, its easier to reflect a positive attitude. Even something as simple as a haircut or a new outfit
can give a mental boost and help you feel confident.
3. Give it away
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Possibly the best way to build and maintain a good attitude is by sharing with others. I dont know how
many times, at the end of a tough work day, doing something with or for others has boosted my attitude.
Whether choirs practice, visiting someone in hospital or having coffee with friends, time spent with others
can have a positive impact on my state of mind.
4. Get rid of the unnecessary
It seems the more complex our lives become, the more ways we have to worry about things going wrong.
Ive known people who become so caught up in their possessions that they never seem to enjoy what they
have. Or, those who spend so much time trying to keep up with the neighbours, that they get no pleasure
from what they already have. Simplify your life and youll find your attitude improving.
5. Look at the funny side
Humour and attitude are closely related. People with good attitudes tend to have a good sense of humour.
Instead of focusing on the loss in a robbery, someone with a good sense of humour phones her husband
and says, We finally got rid of that ugly lamp your Aunt gave us as a wedding gift!
6. Play to your strengths
We all have things that make us feel good. Make regular time for those things. It might be listening to
music, reading a book, talking a bath, or going for a walk. Whatever boosts your attitude, make it a part of
your routine.
7. Build your buffers
There are going to be times when things happen that are beyond our own ability to manage. Rather than
allowing them to pull us down, turn to outside sources for support. Talking to friends, meeting with a
counsellor or a minister, meditation and prayer can all help us through difficult times. Build an external
support system
Assertiveness
Assertiveness is a trait taught by many personal development experts and psychotherapists. It is linked to
self-esteem and considered an important communication skill. Trait is a characteristic or property of some
entity. An assertive style of behavior is to interact with people while standing up for your rights. Being
assertive is to one's benefit most of the time but it does not mean that one always gets what he/she wants.
The result of being assertive is that 1) you feel good about yourself 2) other people know how to deal with
you and there is nothing vague about dealing with you.
What is Assertiveness?
Assertiveness is the ability to express yourself and your rights without violating the rights of others. It is
appropriately direct, open, and honest communication which is self-enhancing and expressive. Acting
assertively will allow you to feel self-confident and will generally gain you the respect of your peers and
friends. It can increase your chances for honest relationships, and help you to feel better about yourself and
your self-control in everyday situations. This, in turn, will improve your decision-making ability and
possibly your chances of getting what you really want from life.
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Assertiveness basically means the ability to express your thoughts and feelings in a way that clearly states
your needs and keeps the lines of communication open with the other. However, before you can
comfortably express your needs, you must believe you have a legitimate right to have those needs. Keep in
mind that you have the following rights:
The right to decide how to lead your life. This includes pursuing your own goals and dreams and
establishing your own priorities.
The right to your own values, beliefs, opinions, and emotions and the right to respect yourself
for them, no matter the opinion of others.
The right not to justify or explain your actions or feelings to others.
The right to tell others how you wish to be treated.
The right to express yourself and to say No, I dont know, I dont understand, or even I
dont care. You have the right to take the time you need to formulate your ideas before expressing
them.
The right to ask for information or help without having negative feelings about your needs.
The right to change your mind, to make mistakes, and to sometimes act illogically with full
understanding and acceptance of the consequences.
The right to like yourself even though youre not perfect, and to sometimes do less than you are
capable of doing.
The right to have positive, satisfying relationships within which you feel comfortable and free to
express yourself honestly and the right to change or end relationships if they dont meet your
needs.
The right to change, enhance, or develop your life in any way you determine.
ASSERTIVE PEOPLE:
Assertive people have the following characteristics:
Example: Gandhi's struggle for India's independence, along with the communication strategy and actions
he used for this, are a good example of assertiveness. He used a people movement which he called
"Satyagraha" which used non violent means to achieve his objective. He kept communicating the Indians'
right to rule themselves to the British, irrespective of what the British thought about Indians. Gandhi was
sent to jail several times and in many cases was asked to pay a fine for opposing British rule. He never
agreed to fine, saying that he had the right to say what he thinks is correct. After several decades of this
struggle, India became independent.
Learning to Become More Assertive
As you learn to become more assertive, remember to use your assertive skills selectively. It is not just
what you say to someone verbally, but also how you communicate nonverbally with voice tone, gestures,
eye contact, facial expression and posture that will influence your impact on others. You must remember
that it takes time and practice, as well as a willingness to accept yourself as you make mistakes, to reach
the goal of acting assertively. As you practice your techniques, it is often helpful to have accepting
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relationships and a supportive environment. People who understand and care about you are your strongest
assets.
Specific Techniques for Assertiveness
Be as specific and clear as possible about what you want, think, and feel. The following statements
project this preciseness:
o I want to
o I dont want you to
o Would you?
o I liked it when you did that.
o I have a different opinion, I think that
o I have mixed reactions. I agree with these aspects for these reasons, but I am disturbed
about these aspects for these reasons.
It can be helpful to explain exactly what you mean and exactly what you dont mean, such as I
dont want to break up over this, but Id like to talk it through and see if we can prevent it from
happening again.
Be direct. Deliver your message to the person for whom it is intended. If you want to tell Jane
something, tell Jane; do not tell everyone except Jane; do not tell a group, of which Jane happens
to be a member.
Own your message. Acknowledge that your message comes from your frame of reference, your
conception of good vs. bad or right vs. wrong, your perceptions. You can acknowledge ownership
with personalized (I) statements such as I dont agree with you (as compared to Youre
wrong) or Id like you to mow the lawn (as compared to You really should mow the lawn, you
know). Suggesting that someone is wrong or bad and should change for his or her own benefit
when, in fact, it would please you will only foster resentment and resistance rather than
understanding and cooperation.
Ask for feedback. Am I being clear? How do you see this situation? What do you want to do?
Asking for feedback can encourage others to correct any misperceptions you may have as well as
help others realize that you are expressing an opinion, feeling, or desire rather than a demand.
Encourage others to be clear, direct, and specific in their feedback to you.
Assertion strategies:
o Make known your desires and feelings. Don't be side tracked by others. Make a short, clear, assertive
statement of your goal, taking into account what others are saying by persistently repeating your goal:
Yes I understand [other's response] but I still want [state your goal].
o Express feelings about a situation without threatening others:
Identify the situation: When you put me down Y
Identify how you feel about it: I feel angry Y
Identify what you want: When you put me down, I feel angry. I want you to know that and to
stop putting me down.
o Make a nonassertive person open up. The topic should be pursued in a gentle, probing manner: I
don't understand why you are so up tight.
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There are many things that don't get you much forward, but you still have to do them to survive.
Take eating for example. Those maintenance tasks are a significant part of your total time
spendings. Learn how to organize them more efficiently and you will get more time for making
progress or enjoying life.
Time management tools:
Time management starts with the commitment to change. Time management is easy as long as you
commit to action. You can train others and improve your own time management through better planning;
prioritising; delegating; controlling your environment; understanding yourself and identifying what you
will change about your habits, routines and attitude, conditioning, or re-conditioning your environment.
Keys to Successful Time Management
Self knowledge and goals: In order to manage your time successfully, having an awareness of
what your goals are will assist you in prioritizing your activities.
Developing and maintaining a personal, flexible schedule: Time management provides you with
the opportunity to create a schedule that works for you, not for others. This personal attention gives
you the flexibility to include the things that are most important to you.
Strategies on using Time:
Stress Management
Introduction to Stress
Stress is a part of day-to-day living. It is a common human phenomenon and part of life. As college
students you may experience stress meeting academic demands, adjusting to a new living environment, or
developing friendships. The stress you experience is not necessarily harmful. Mild forms of stress can act
as a motivator and energiser. However, if your stress level is too high, medical and social problems can
result.
Work for most call centre staff involves deadlines to meet, targets to reach and problems to solve on a
daily basis. The reality of working in the 21st Century, however, means that these deadlines are often
moved, targets become ever more challenging and despite the promise of empowering workplaces, many
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individuals feel a loss of control over their daily lives. Everyone in his or her job, at some time experiences
pressure. Too much pressure over a sustained period can however result in stress, that is, unless it is
managed properly. Stress has been called the invisible disease and can affect you, your employer, your
colleagues and those closest to you. It is important therefore that you understand what it is and how you
can manage your working life in order to minimise its occurrence.
Definition
Hans Selye was one of the founding fathers of stress research. His view in 1956 was that stress is not
necessarily something bad it all depends on how you take it. The stress of exhilarating, creative,
successful work is beneficial; while that of failure, humiliation or infection is detrimental. Selye believed
that the biochemical effects of stress would be experienced irrespective of whether the situation was
positive or negative.
Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now
viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have
rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that stress is
a condition or feeling experienced when a person perceives that demands exceed the personal and
social resources the individual is able to mobilize. In short, it's what we feel when we think we've lost
control of events.
Stress is the wear and tear, our minds and bodies experience as we attempt to cope with our continually
changing environment.
We can say,
S=P>R
Stress occurs when the pressure is greater than the resource
How can we know that one is under stress?
These are the ways to recognize
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Eustress refers to the stress that is induced from events that are perceived to be good or positive
(also referred to as the good stress). Examples include starting college, getting married, or
having a baby
Distress refers to stress that is induced from events that are perceived to be bad or negative (also
referred to as bad stress). Examples include failing an exam, fighting with a friend, or getting a
speeding ticket.
Hypostress refers to the stress that is induced from lack of stimulation or boredom, which may not
have any consequential effect.
Under distress we have three types of stress as described, in the order of increasing intensity:
Basic Stress
Cumulative Stress
Traumatic Stress
BASIC STRESS
Every individual experiences basic, minor stress in daily situations that may produce tension, frustration,
irritation, anger, etc. A person's vulnerability (reaction) is largely determined by one's physical and
psychological strength or weakness at these times, and thus the level of stress will vary accordingly. For
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example, a person who is ill, has not had enough sleep, or is troubled or worried, etc., is likely to react
more readily and more intensely. Personal attributes which may contribute to one's reaction to stress are:
Past experiences;
Education;
Professional skills;
Philosophical approach to life;
Age;
Level of physical fitness; and
Personal self-esteem.
Stress consumes physical, cognitive and emotional energy. Although it is natural to suffer some degree of
stress in difficult situations, in order to avoid disruption of a person's ability to function properly, both
physically and mentally, stress should not be allowed to accumulate to a point where it cannot be
controlled.
Cumulative Stress
Cumulative stress is the result of strain that occurs too often (FREQUENCY), lasts too long
(DURATION) and is too severe (INTENSITY). In these circumstances, distress leads to exhaustion and
other manifestations so that a person is unable to cope with the amount of stress he/she is experiencing.
He/she may be assigned to work with colleagues that are not personally or culturally compatible. In
addition a person may be challenged by minor, irritating strains related to unfamiliar or unpleasant
situations. For example, difficulties related to housing (privacy, shortages of water, heat/cold, noise, etc.);
travel (risks, threats, tedious controls at checkpoints); food (shortages, diet, illness); unfamiliar language
and culture, etc.
A person may suffer the personal stress of being away from home, friends and loved ones, and become
lonely and vulnerable to the effects of permanent low grade stress, or even to acute traumatic stress. If
cumulative stress is not cared for, it may lead to burn-out or flame-out, which may precede other very
serious stress disorders.
Burn-out:
Ongoing stress may result in burn-out, or professional and personal exhaustion. A person suffering from
burn-out will exhibit changed attitudes concerning his/her work & colleagues. For example, a person
suffering from burn-out will either avoid work or, more often, become totally immersed in it and will
exclude all other aspects of life. Usually there are signs of depression, loss of self-confidence and/or selfesteem, diffused sadness, guilt and grief.
Flame-Out
In the case of a rapid onset burnout, particularly if the needs for periodic rest, proper food and exercise are
overlooked or ignored, the so-called flame-out phenomenon may result. Usually this reaction to stress can
be treated at once by instructing the person experiencing flame-out to leave the scene temporarily, until he/
she has regained control/composure. Some symptoms of flame-out are:
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Traumatic Stress
Whereas cumulative stress increases over a period of time and at some point can be recognized and
arrested, traumatic stress is the result of a single, sudden and violent assault which harms or threatens an
individual or someone close to him or her, either physically or psychologically. The following are
examples of trauma which may be experienced in the field:
Being a powerless spectator of violence, murder, large scale massacres, epidemics, disasters or
famines;
Hearing first-hand reports of ill-treatment and torture;
Direct or indirect intimidations and threats;
Bombing of buildings; mining of roads;
Attacks on vehicles and convoys;
Armed attacks and robberies;
Witnessing large-scale material destruction.
Although the range of emotional reactions to trauma is limited, such reactions may vary from one
individual to another. The time it takes for these reactions to appear, and their severity, depends on the
person's character and vulnerability at the time. The reaction(s) may appear immediately, or after a few
hours or days: this is acute stress disorder. Or the reaction(s) may appear after a few months, or in rare
cases, in a few years: this is post-traumatic stress disorder (PTSD).
PTSD may be compared to a wound that will not heal naturally.
An individual with PTSD may, after a period of well-being, experience a delayed onset disorder which
generally can be recognized by several criteria:
Its important to identify the causes of stress and try and deal with those causes as quickly as possible
before the more serious symptoms of stress become apparent.
Change is stressful
Stress is often caused by a major life event. It might be divorce, a child leaving home, getting pregnant,
moving to a new home, changing jobs, finding out we are ill, moving school, going to college and so on.
When change happens quickly, it is likely to be more stressful. If you have many changes to cope with at
the same time, more stress is experienced.
Routine and daily causes of stress
We dont very often have a major change in our life but, other things are stressful too. Because these small
upsets occur so often, they often give us the most stress.
Examples of daily causes of stress are:
Relationships
Social
Environment
Work or school
Living in an unsafe
neighbourhood.
Noise.
Pollution.
Light at night.
Overcrowding.
Internal
Poverty.
Financial pressures.
Racial and sexual
Discrimination or harassment.
Unemployment.
Isolation.
Uncertainty or worries.
Pessimistic attitude.
Self-criticism.
Unrealistic expectations or beliefs.
Perfectionism.
Low self-esteem.
Excessive or unexpressed anger.
Lack of assertiveness.
JOB SECURITY
Physical
Headaches; high blood pressure; sleep disturbances; nausea; tearfulness; muscular aches and pains;
susceptibility to infections with an increase in cold/flu type illnesses etc.
When stress is experienced over long periods the acute stress reaction may evolve into a chronic condition
with the associated concerns of: persistent high blood pressure; development of digestive disorders e.g.
stomach ulcers; there is also an increased risk of strokes and heart attacks.
Behavioural
Poor concentration; memory loss; irritability; substance abuse (i.e. increase in intake of alcohol, coffee,
tobacco); lateness; an increase in absenteeism; reduced work performance; more accidents at work and at
home; an inability to achieve a good performance at work despite good intentions and plans; withdrawal
from usual social contacts.
Psychological
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Depression; misplaced anxiety; apathy; lack of motivation; poor concentration and memory; low self
esteem; fear of failure.
Consolidating all the information:
A Model of Stress
Relationship between job performance and stress (psychological effect):
Inverted-U Relationship between Stress and Job Performance
threat, drop in BP, muscle tension, the body prepares for confrontation.
Stage 2: Resistance
Chemical
Body
production
keeps up defences, but becomes vulnerable.
Stage 3 : Exhaustion
Body
begins to manifest signs of prolonged hormone secretion, in need of recovery e.g low blood sugar,
kidney damage, low hormone levels.
Selyes General Adaptation Syndrome (GAS)
Resistance to Stress
Phase 1: Alarm
Phase 2: Resistance
Phase 3: Collapse
Shock
Evaluation of GAS model
strategy, wherever possible, is to remove the stressor from your life, or to remove yourself from the
stressor. In other words, change what you can! Get rid of small irritations; end damaging relationships;
drop from five courses to four. The second option is to change your response and/or your interpretation of
the situation. Because part of the source of stress in any situation lies in our attitudes and beliefs, we can
never really run away from it. Thus, a good formula for coping with stress involves striking a balance
between changing our environment and changing ourselves.
Simple means to cope with Stress
Remember our goal is not to eliminate stress but to learn how to manage it and learn how to use it to help
us. Insufficient stress acts as a depressant and may leave us feeling bored or dejected. On the other hand,
excessive stress may leave us feeling tied up in knots. What we need to do is to find the optimal level of
stress which will individually motivate but not overwhelm each of us.
Stress reduction/management
If any of the aforementioned relate to you, the following solutions may help reduce or make you more
resilient to stress:
Identify personal stressors
If you can, work out what in particular stresses you are and explore some practical ways to minimise the
cause. There may be some issues you cannot change immediately, but there may be others you can alter or
avoid.
Individual approach
Positive Ways to Cope with Stress
1. Exercise! Whether you garden, roller-blade or do yoga, physical activity is one of the best methods
to relieve stress and strengthen your body to withstand its effects.
2. Escape -- for awhile. Get away from whatever is causing the tension. Lose yourself in a book or
take a bath so you can calm down and come back to deal effectively with the situation.
3. Eliminate small hassles wherever possible. Don't shop at the busiest time. Buy a bus pass if
youre always short of change when the bus comes.
4. Breathe! Take time out to practice slow breathing. As you exhale very slowly say the word "relax"
or "calm." As the air expires, let the body relax.
5. Try relaxation or meditation. Consider taking a course to learn these techniques. Or, make an
appointment with a counsellor to learn the basics.
6. Be realistic. Don't try to be superhuman: be realistic and dont expect too much from yourself.
Make a good effort, but don't try to achieve the impossible.
7. Draw on spirituality. If you draw strength from your spirituality, make time for it. It may fortify
you to cope with stressful demands or help you to put things into perspective.
8. Set priorities and goals. Managing your time well reduces stress! When youre overwhelmed,
take time to figure out what your priorities are. Then, break down intimidating projects into smaller
steps. Devising and sticking to a weekly schedule can also help.
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9. Eat healthily and get regular sleep. A poor diet will put additional stress on your body, so try to
limit your junk food intake as well as caffeine. Listen to your body as to how much sleep you need
in order to awake well-rested.
10. Take time for you. Plan a little time each day for fun and recreation, whether your thing is playing
the guitar, reading trashy novels or playing pinball. Youll find that it will help you deal with stress
and so, in the long run, it will help your studies!
11. Note the positive. Take time to consciously reflect on and even write down or all the things that
are good in your life. This can help keep you grounded as the tornado whirls around you.
12. Laugh! Whether you play charades with friends or watch Mr. Bean reruns (whatever makes you
giggle), research shows that laughing is an excellent way to cope with stress.
13. Talk to others. Don't bottle up your feelings, reach out to those you trust: a friend or family
members. Talking may not take the source of your stress away, but it can help you to put it into
perspective, reduce your anxiety and come up with some solutions.
Other methods include (organizational context)
Manager
Where stress is work-related, it may be beneficial to discuss your concerns with your manager in the first
instance to see what solutions may be available.
Occupational Health Service
You can self-refer to the Universitys Occupational Health Service, on a confidential basis, to discuss your
concerns, where you will be offered help and advice on a short or long term basis in identifying personal
stressors and in identifying assistance to help deal with these stressors.
Human Resources
Human Resources will, on a confidential basis, discuss with you and advise on how to deal with issues
causing stress.
Learning & Development
Learning & Development provides a variety of courses which you may find very useful, such as bullying
and harassment in the workplace; counselling skills, assertiveness training; managing sickness absence;
management skills course; recognition and reduction of stress; conflict resolution; presentation skills and
supervision skills.
Sports Centre
Various activities are available to help alleviate tension and reduce stress. A personal one to one fitness
assessment can be undertaken and assistance given to find the fitness programme that is tailor-made to suit
you.
Trade Union
For general support and advice.
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Harassment Network
The network can be contacted if stress is a result of some form of harassment individuals.
Continuing Education
Some people may find it beneficial to develop their skills, learning a new language etc.
Staff Counselling - Care First
This exists to provide a confidential, independent source of advice. Counselling may be offered by
telephone or in person.
Externally
Organizational Approaches
Several of the factors that cause stress-particularly task and role demands- are controlled by management.
As such, they can be modified or changed. Strategies that management might want to consider include,
Improved personnel selection and job placement Certain jobs are more stressful than others but
individual differ in their responses to stressful situation. Selection process should be so as to select
individuals with better experience and skills.
Training It can increase an individuals self-efficacy and thus lessen job strain.
Use of realistic goal setting Specific goals that are perceived as attainable, clarify performance
expectation. In addition, goal feedback reduces uncertainties about actual job performance. The
result is less employee frustration, role ambiguity, and stress.
Redesigning of jobs In order to give employees more responsibility, more meaningful work, more
autonomy, and increased feedback which, can reduce stress because these factors give the greater
control over work activities and lessen dependence on others.
Increased employee involvement Increased employee involvement in decision making process
that directly affects their job performance, management can increase employee control and reduce
the role stress.
Improved organizational communication Increasing formal organizational communication with
employees reduces uncertainty by lessening role ambiguity and role conflict. Given the importance
that perceptions play in moderating the stress-response relationship, management can also use
effective communications as a means to shape employee perceptions.
Offering employee sabbaticals These sabbaticals-ranging in length from a few weeks to several
months-allow employees to travel, relax, or pursue personal projects that consume time beyond
normal vacation weeks. Proponents argue that these sabbaticals can revive and rejuvenate workers
who might be headed for burnout.
Establishment of corporate wellness programs These programs focus on the employees total
physical and mental condition. For example, they typically provide workshops to help people quit
smoking, control alcohol use, lose weight, eat better, and develop a regular exercise program.
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Conflict is when two or more values, perspectives and opinions are contradictory in nature and haven't
been aligned or agreed about yet, including:
Hampers productivity.
Lowers morale.
Causes more and continued conflicts.
Causes inappropriate behaviors.
Poor communications
o Employees experience continuing surprises, they aren't informed of new decisions, programs, etc.
o Employees don't understand reasons for decisions, they aren't involved in decision-making.
o As a result, employees trust the "rumor mill" more than management.
The alignment or the amount of resources is insufficient. There is:
o Disagreement about "who does what".
o Stress from working with inadequate resources.
"Personal chemistry", including conflicting values or actions among managers and employees, for
example:
o Strong personal natures don't match.
o We often don't like in others what we don't like in ourselves.
Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any
level in the organization), evidenced by:
o Avoiding conflict, "passing the buck" with little follow-through on decisions.
o Employees see the same continued issues in the workplace.
o Supervisors don't understand the jobs of their subordinates.
1. Regularly review job descriptions. Get your employee's input to them. Write down and date job
descriptions. Ensure:
1. Job roles don't conflict.
2. No tasks "fall in a crack".
2. Intentionally build relationships with all subordinates.
1. Meet at least once a month alone with them in office.
2. Ask about accomplishments, challenges and issues.
3. Get regular, written status reports and include:
1. Accomplishments.
2. Currents issues and needs from management.
3. Plans for the upcoming period.
4. Conduct basic training about:
1. Interpersonal communications.
2. Conflict management.
3. Delegation.
5. Develop procedures for routine tasks and include the employees' input.
1. Have employees write procedures when possible and appropriate.
2. Get employees' review of the procedures.
3. Distribute the procedures.
4. Train employees about the procedures.
6. Regularly hold management meetings, for example, every month, to communicate new initiatives and
status of current programs.
7. Consider an anonymous suggestion box in which employees can provide suggestions.
Ways People Deal With Conflict
1. There is no one best way to deal with conflict. It depends on the current situation. Here are the
major ways that people use to deal with conflict.
1. Avoid it. Pretend it is not there or ignore it.
1. Use it when it simply is not worth the effort to argue. Usually this approach tends to
worsen the conflict over time.
2. Accommodate it. Give in to others, sometimes to the extent that you compromise yourself.
1. Use this approach very sparingly and infrequently, for example, in situations
when you know that you will have another more useful approach in the very
near future. Usually this approach tends to worsen the conflict over time, and
causes conflicts within yourself.
3. Competing. Work to get your way, rather than clarifying and addressing the issue. Competitors
love accommodators.
1. Use when you have a very strong conviction about your position.
4. Compromising. Mutual give-and-take.
1. Use when the goal is to get past the issue and move on.
5. Collaborating. Focus on working together.
1. Use when the goal is to meet as many current needs as possible by using mutual
resources. This approach sometimes raises new mutual needs.
2. Use when the goal is to cultivate ownership and commitment.
To Manage a Conflict Within Yourself - "Core Process"
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It's often in the trying that we find solace, not in getting the best solution. The following steps will help
you in this regard.
1. Name the conflict, or identify the issue, including what you want that you aren't getting. Consider:
1. Writing your thoughts down to come to a conclusion.
2. Talk to someone, including asking them to help you summarize the conflict in 5
sentences or less.
2. Get perspective by discussing the issue with your friend or by putting it down in writing. Consider:
1. How important is this issue?
2. Does the issue seem worse because you're tired, angry at something else, etc.?
3. What's your role in this issue?
3. Pick at least one thing you can do about the conflict.
1. Identify at least three courses of action.
2. For each course, write at least three pros and cons.
3. Select an action - if there is no clear course of action, pick the alternative that will not hurt, or be
least hurtful, to yourself and others.
4. Briefly discuss that course of action with a friend.
4. Then do something.
1. Wait at least a day before you do anything about the conflict. This gives you a cooling off period.
2. Then take an action.
3. Have in your own mind, a date when you will act again if you see no clear improvement.
To Manage a Conflict With Another - "Core Process"
1. Know what you don't like about yourself, early on in your career. We often don't like in thers what we
don't want to see in ourselves.
1. Write down 5 traits that really bug you when see them in others.
2. Be aware that these traits are your "hot buttons".
2. Manage yourself. If you and/or the other person are getting heated up, then manage yourself to stay
calm by
1. Speaking to the person as if the other person is not heated up - this can be very effective!
2. Avoid use of the word "you" - this avoids blaming.
3. Nod your head to assure them you heard them.
4. Maintain eye contact with them.
3. Move the discussion to a private area, if possible.
4. Give the other person time to vent.
1. Don't interrupt them or judge what they are saying.
5. Verify that you're accurately hearing each other. When they are done speaking:}
1. Ask the other person to let you rephrase (uninterrupted) what you are hearing from
them to ensure you are hearing them.
2. To understand them more, ask open-ended questions. Avoid "why" questions those questions often make people feel defensive.
6. Repeat the above step, this time for them to verify that they are hearing you. When you present your
position
1. Use "I", not "you".
2. Talk in terms of the present as much as possible.
3. Mention your feelings.
7. Acknowledge where you disagree and where you agree.
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8. Work the issue, not the person. When they are convinced that you understand them:
1. Ask "What can we do fix the problem?" They will likely begin to complain again.
Then ask the same question. Focus on actions they can do, too.
9. If possible, identify at least one action that can be done by one or both of you.
1. Ask the other person if they will support the action.
2. If they will not, then ask for a "cooling off period".
10. Thank the person for working with you.
11. If the situation remains a conflict, then:
1. Conclude if the other person's behavior conflicts with policies and procedures in
the workplace and if so, present the issue to your supervisor.
2. Consider whether to agree to disagree.
3. Consider seeking a third party to mediate.
PART 2 - COMMUNICATION
INTRODUCTION TO COMMUNICATION
People spend more time communicating than doing anything else. Probably one spends a large part of each
day talking and listening. When one is not talking or listening, he is likely communicating in other waysreading, writing, gesturing, drawing. Or perhaps he is just taking in information by seeing, feeling, or
smelling. All of these activities are forms of communication and certainly one does it throughout most of
his conscious moments.
Just as communication is vital to our existence in civilized society, it is essential to the functioning of the
organizations our society has produced. In fact, we could go so far as to say that organizations exist
through communication; without communication, there would be no organizations. As Herbert Simon
expresses it, "Without communication there can be no organization, for there is no possibility then of the
group influencing the behavior of the individual."
Human beings are poor communicators. The irony is we hardly ever realise that when we fail to achieve
our objective in relationships, negotiations, or decision-making, it is, to quite an extent, owing to a failure
in communicating our purpose and ideas accurately to the others involved.
It may be a failure in terms of the content of the message or the form of the message/ communication, or
both. Instances of such failures in communication are common in personal and organisational
communications.
People in organizations typically spend over 75% of their time in an interpersonal situation; thus it is no
surprise to find that at the root of a large number of organizational problems is poor communications.
Effective communication is an essential component of organizational success whether it is at the
interpersonal, intergroup, intragroup, organizational, or external levels.
MEANING & DEFINITION OF COMMUNICATION
The word "communication" is derived from "communis" (Latin), meaning" common". It stands for a
natural activity of all human beings to convey opinions, feelings, information, and ideas to others through
words (written or spoken), body language, or signs.
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George Vardman in his book Effective Communication of Ideas defines effective communication as
purposive interchange, resulting in workable understanding and agreement between the sender and
receiver of a message."
Robert Anderson, in his concept of communication, adds the element of medium also. In Professional
Selling, he observes, "Communication is interchange of thoughts, opinions, or information, by speech,
writing, or signs".
Emphasising the various processes of communication, Allen Louis says, "Communication is the sum of all
the things one person does when he wants to create understanding in the mind of another; it involves a
systematic and continuous process of telling, listening, and understanding."
In Human Behaviour at Work, Keith Davis defines communication as The transformation of information
and understanding from one person to another person. It is a way of reaching others with facts, ideas,
thoughts, and values. It is a bridge of meanings among people so that they can share what they feel and
know. By using this bridge, a person can cross safely the river of misunderstanding that sometimes
separates people".
CLASSIFICATION OF COMMUNICATION
We classify communication according to the number of persons (receivers) to whom the message is
addressed.
Intrapersonal Communication It is talking to oneself in one's own mind. Examples are soliloquies or
asides in dramatic works.
Interpersonal Communication It is the exchange of messages between two persons. For example, a
conversation, dialogue, or an interview in which two persons interact (others may also be present as
audience). An author communicates interpersonally with his reader, who is always present as a silent
audience in the author's mind while he writes. A letter too is an example of interpersonal communication
between the writer and the person to whom it is written.
Group Communication It can be among small or large groups, like an organisation, club or classroom, in
which all individuals retain their individual identity.
Mass Communication It occurs when the message is sent to large groups of people, for example, by
newspaper, radio, or television. In this process, each person becomes a faceless individual with almost no
opportunity for personal response or feedback.
Communication can also be classified on the basis of the medium employed.
Verbal communication It means communicating with words, written or spoken. Verbal communication
consists of speaking, listening, writing, reading, and thinking.
Non-verbal communication It includes using of pictures, signs, gestures, and facial expressions for
exchanging information between persons. It is done through sign language, action language, or object
language.
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Non-verbal communication flows through all acts of speaking or writing. It is a wordless message
conveyed through gestures (sign), movements (action language), and object language (pictures/ clothes)
and so on. Further non-verbal communication can be identified by personal space (proxemics, body
language, and kinesics), touch (haptics), eyes (oculesics), sense of smell (olfactics), and time
(chronemics).
Metacommunication Here the speaker's choice of words unintentionally communicates something more
than what the actual words state. For example, a flattering remark like "I've never seen you so smartly
dressed" could also mean that the regular attire of the listener needed improvement.
PURPOSE OF COMMUNICATION
Broadly speaking, in business we communicate to:
Inform
Persuade
Often, these two goals are present in the mind of the communicator. However, he may sometimes seek
only to inform, just as all scientific writings do. He would still want the reader to be convinced about the
validity of his findings. Likewise, the communicator may basically seek to persuade the reader as all
journalistic writings do. Or the communicator may both inform and persuade, as all sales letters/
advertisements/ announcements do.
Communication to Inform Communication to inform (expository communication) is directed by the desire
to expose, develop, and explain the subject. It focuses on the subject of the communication.
Communication to Persuade The communicator may seek primarily to persuade the reader. In such a form
of communication the focus is on the receiver and not the message.
Essentially, all communication is a deliberate and intentional act of persuasion. A persuasive
communicator wants the reader to understand the message and to be influenced, as intended by him.
PROCESS OF COMMUNICATION
Although all of us have been communicating with others since our infancy, the process of transmitting
information from an individual (or group) to another is a very complex process with many sources of
potential error.
In any communication at least some of the "meaning" is lost in simple transmission of a message from the
sender to the receiver. In many situations a lot of the true message is lost and the message that is heard is
often far different than the one intended. This is most obvious in cross-cultural situations where language
is an issue. But it is also common among people of the same culture.
Communications is so difficult because at each step in the process there is a major potential for error. By
the time a message gets from a sender to a receiver there are four basic places where transmission errors
can take place and at each place, there are a multitude of potential sources of error. Thus it is no surprise
that social psychologists estimate that there is usually a 40-60% loss of meaning in the transmission of
messages from sender to receiver.
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It is critical to understand this process, understand and be aware of the potential sources of errors and
constantly counteract these tendencies by making a conscientious effort to make sure there is a minimal
loss of meaning in your conversation.
It is also very important to understand that a majority of communication is non-verbal. This means that
when we attribute meaning to what someone else is saying, the verbal part of the message actually means
less than the non-verbal part. The non-verbal part includes such things as body language and tone.
The Linear Concept
The earliest conceptualization of communication involved the following five basic questions:
Who?
Says what?
On which channel?
To whom?
With what effect?
Communication was considered a one-way process marked by the flow of information from a sender to a
receiver.
According to the linear view, a receiver passively receives the message and acts as directed or desired by
the sender. Communication is intended to control/manipulate the receiver. It is assumed that the message,
while passing through the medium chosen by the sender, reaches the receiver without any distortion or
change.
Sender
message
Media
message
Receiver
Action
Noise
Information
Source
Encoding
Channel
Process
Decoding
Process
Destinatio
n
Feedback
Source
creates messages
Feedbac
k
6. Interprets
messages
2. Selects
3. Sends
Channel
message
Noise
5. Filters
* Experience
4. Receiver
gets messages
* Knowledge
Information source (ideation) The communication process begins with the information source. The sender
has some raw information. His intention changes that information into a message to be communicated.
The source of a message therefore, is the information source of the communication process.
Encoding Having thought over the message, the sender puts it into words (verbal symbols or any other
symbolic form of expression). This process is called encoding.
Channel (transmission) An appropriate medium-oral, written, electronic, in code, or a signaling systemchosen to send the message is known as channel.
Decoding The receiver gets the message through decoding by receiving, understanding, and interpreting
the message.
Acting The communication process ends with the receiver putting the interpreted message into action, as
intended by the sender.
Thus, we see that communication completes a full circle, bringing together the sender and the receiver to
become two aspects of a single purpose. It is this unifying process and role of communication that has
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made modem management organisations and systems consider communication as an essential skill for
successful managers. According to Davis, "The only way that management can be achieved in an
organisation is through the process of communication."
Noise This process is open to "noise" which prevents or distorts communication. Noise may be described
as any distortion or hindrance, preventing transmission of the message from the (mind of) sender to the
(mind of) receiver.
For some communication theorists, noise basically stands for external disturbance in the physical
environment surrounding the act of communication, or noise in the machine used for communicating the
message, such as telephone, or poor printout, or bad handwriting.
Communication distortion caused by subjective factors such as mind sets of the sender and receiver are
attributed to what is called filters.
Filters These are mental in nature. They include attitudes, beliefs, experiences, consciousness of personal
status, and the ability to think clearly. Misunderstandings and different problems may arise as the sender's
message passes through the filters of the receiver, which comprise the sender filters plus others such as
low interest or involvement in the message or distraction and fatigue causing loss of concentration.
Two-Way Communication Process
Later conceptualisations of the communication process look at communication as a two-way process. A
group of people are involved to complete the cycle of communication, in which the receiver also acts as
the sender of the feedback to transmitter (sender). Thus, both the sender and the receiver play reciprocal
and reversible roles, as in telemarketing, or call-centre communication. Consider the following two-way
flow of communication.
The two-way concept is more contemporary. It considers communication essentially to be a reciprocal
process and a mutual exchange of messages. It makes no sharp distinction between the roles of sender
(source) and receiver, because the same person plays both roles, often simultaneously.
The earlier linear view treated the sender as the determiner of message and its meaning. The two-way
concept involves receiver as an active agent in the construction of meaning of the message.
Message
Receiver
Transmitter
COMMUNICATION PROCESS
Communication
Communication
Channel
Symbols
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The message is as the receiver perceives it, in the light of his/her experiences, beliefs, and feelings. The
intended and received meanings may have common interpretations of situations, ideas, schemes, and
events to the extent people have lived and worked together and have developed common attitudes and
viewpoints with regard to the organisation they work in or society they live in. The two-way
communication is also known as transactional communication.
ELEMENTS OF COMMUNICATION
The various elements of communication are briefly described to help you understand the process of
communication.
Message It is information, written or spoken, which is to be sent from one person to another. Here, the
word "person" stands for the two ends of a system, and may represent an individual, or a group of
individuals, or even electronic machines.
The most important characteristic of a message as an element of communication is that it is organised,
structured, shaped, and selective - a product of pre-writing or pre-speaking stage. It exists in the mind of
the sender (communicator).
Sender The person who transmits, spreads, or communicates a message or operates an electronic device is
the one who conceives and initiates the message with the purpose of informing/ persuading/influencing/
changing the attitude, opinion, or behaviour of the receiver (audience/listener). He decides the
communication symbols, the channel, and the time for sending the message after carefully considering the
total situation in which communication takes place.
Encoding Encoding is changing the message (from its mental form) into symbols, that is, patterns of
words/gestures/pictorial forms or signs (physical or of sounds) of a specific visual/aural language. In
short, it means putting ideas, facts, feelings, and opinions into symbols, which can be words, actions,
signs, pictures, and audio-visuals. The communication symbols are used / selected by the sender, keeping
in mind the receiver's ability to understand and interpret them correctly.
Channel This is the vehicle or medium which facilitates the sender to convey the message to the receiver.
The medium of communication can be written, oral, audio-visual, or live projections. Again, the written
medium can be in the form of letters, memos, reports, manuals, notices, circulars, questionnaires, minutes,
and soon.
Similarly, the oral medium can be in the form of a dialogue, a face-to-face interview, a telephone
conversation, a conference recording, and so on.
The channel (medium) can be visuals, such as hoardings, posters, slides, documentary films, television
programmes, and advertisements.
Receiver A receiver is the targeted audience of the message. The receiver gets the message, understands,
interprets, and tries to perceive the total meaning of the message as transmitted by the sender.
Decoding This is the act of translating symbols of communication into their ordinary meanings. However,
the total meaning would consist of meanings of the words (symbols) together with the tone and the
attitude of the sender as reflected by the structure of the message and the choice of words used by him (the
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sender).
Acting Communication manipulates the receiver to act in a desired manner. A receiver's response action
shows that he has understood the message. Finally, the receiver completes the chain of communication by
responding to the message.
Feedback This is the loop that connects the receiver in the communication process with the sender, who,
in turn, acts as a feedback receiver and, thus, gets to know that communication has been accomplished. In
communication, feedback plays an important role. It helps the communicator know if there are any
corrections or changes to be made in the proposed action. It also ensures that the receiver has received the
message and understood it as intended by the sender.
In management, the decision-making process is greatly helped by receiving feedback from those who are
directly concerned with any changes proposed or effected and communicated to them. The process of
feedback assures the initiator of the action about its correctness and possible impact.
IMPORTANCE OF COMMUNICATION
Communication skills constitute an important aspect of effective management. Managing is a complex
process. In simple terms, it can be described as the organisation of capital, labour, and material to achieve
production and distribution of particular goods or service.
First, the management fixes its objectives - what to do, and forms its policy on how to do it. Then, there
has to be a system through which the production and distribution processes can be guided, coordinated,
and controlled to ensure that the management objectives are achieved. Communication is the system by
which operations are led and coordinated and the results fed back.
GUIDELINES FOR EFFECTIVE COMMUNICATION
The responsibility for establishing effective communication rests with all. To create a learning
environment characterized by trust, respect, sharing, and open discussion of concerns, everyone is
expected to act in the manner in which they desire to be treated.
Learn to understand why someone believes what he/she believes, including why something is very
important.
Be respectful of what others value.
Learn important information about the cultures of others (i.e., eye contact, interaction with
professors or elders, differences in educational systems and other distinguishing cultural traits.)
Understand the body language of others. Effective communication relates to nonverbal behavior
and tone of voice, as well as words spoken.
Maintain positive dialogue even when there are differences in opinions and beliefs; do not attack
the person. Agreeing to disagree may be an option. Learn from differences.
Share information (verbal, written, electronic) which can help others.
Be specific and concise.
Do not make discriminatory remarks or display discriminatory actions, as others learn from what
you say and do. Be a positive role model.
Ensuring that the received meaning affects receiver's behaviour in the desired way.
Achieving accuracy in communicating the message.
Ensuring that the message conveys the desired meaning.
BARRIERS TO COMMUNCATION
In communication, as a psycho-semantic process, the word barrier implies, mainly, something nonphysical that keeps people apart or prevents activity, movement, and so on. For example social/
ethnic/language barriers or lack of confidence. These negative forces may affect the effectiveness of
communication by acting upon any or all of the basic elements of communication act/process and the
sender / receiver / channel.
The commonly experienced barriers to communication are
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Noise
Lack of planning
Wrong/unclarified
assumptions
Semantic problems
Cultural barriers
Socio-psychological
barriers
Emotions
Selective perception
Filtering
Information overload
Loss by transmission
Poor retention
Poor listening
Goal conflicts
Offensive style
Time and distance
Abstracting
Slanting
Inferring
Broadly speaking, some of these barriers can be attributed to the sender and the receiver:
Sender
Lack of planning
Vagueness about the purpose of communication
Objectives to be achieved
Choice of wrong language resulting in badly encoded message
Unshared and unclarified assumptions
Different perception of reality
Wrong choice of the channel
Receiver
Poor
Listening
Inattention
Mistrust
Lack of interest
Premature Evaluation
Semantic difficulties
Bias
Different perception of reality
Lack of trust
Attitudinal clash with the sender
Not in a fit physical state
A common barrier for the sender and the receiver can be created by the absence of a common frame of
reference affecting the smooth interpretation of thoughts, feelings, and attitudes from the sender to the
receiver in a specific social situation.
The mention of a well-defined social context in which communication takes place helps both the sender
and the receiver to perceive the content of the communication in a similar way, as far as possible with
similar implications and meaning.
The physical noise and other faults in the surroundings and the instruments of transmission of message
relate mainly to the channel, but they may not distort the overall meaning of the total message to be
communicated.
Wrong and Unclarified Assumptions
All communications from one person to another are made under some assumptions, which are never
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communicated to the persons about whom they are made. These assumptions may turn out to be wrong
and cause communication failure. For instance, we often assume that others:
All such assumptions may be incorrect; therefore, one should try to verify them, whenever possible. That
would help the communication to be effective.
Socio-Psychological Barriers
Status Consciousness of one's status affects the two-way flow of communication. It gives rise to personal
barriers caused by the superior-subordinate relationship. A two-way vertical channel is present in every
organisation, yet few subordinates choose to communicate with their superiors. Similarly superiors may
be unwilling to directly listen or write to their subordinates. They would seldom accept if they were
wrong. Though organisations are culturally changing and adopting flat structures, the psychological
distance between the superior and the subordinate persists.
Perception and reality The most important aspect of human communication is the fact that it takes place
in the world of reality which surrounds us. This world acts as our sensory environment. While we are
engaged in the process of communicating, our sense organs remain stimulated by the signs (objects of the
outside world - the so-called reality) registering different sensations of smell, taste, sound, forms and
colours, or feelings. All these sense perceptions received by our brain through our senses recreate within
each one of us the world which exists within our mind as its content. Thus, there are two aspects of the
same reality - the one that actually surrounds the communicator from outside and the other which is its
mental representation (in his mind) as he sees it or believes that he sees it.
The objects which excite our five sense perceptions / sense organs - eyes, ears, nose, tongue (taste), flesh
(touch) - are called signs. Our senses respond to these signs and we receive sensations which pass from
the senses into the brain through a network of sensory nerves within our brain. Our perceptions, the
mental images of the external world, are stored in our brains as our viewpoint, experience, knowledge,
feelings, and emotions. They constitute what we really are, or how we really think of something, or how
we feel or respond to something. These stored perceptions colour and modify whatever our brain receives
from any signs or set of signs, fresh data, thoughts, or messages. That is why these conditioning
perceptions, existing in the brain, are called filters. The mind filters the message received from the
signs and gives it meaning, according to individual perception.
It is obvious that each individual's filter would be unique. No two individuals have the same or similar
experiences, emotional make-up, knowledge, or ways of thinking. Because filters differ, different
individuals respond to a sign with different understanding. The sign may be a word, a gesture, or any other
object of nature; each individual will respond to it in his/her own way and assign the total meaning to that
sign according to his/her filter .
The presence of a unique filter in each individual communicator and communicatee (receiver) causes the
communication gap (distortion) in the message sent and the message received.
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In face-to-face communication, this gap can be easily removed. In most cases the speaker does realize that
he/she has not been correctly understood through the listener's facial expressions, gestures, or other forms
of body language. Or the listener would say, "Sorry, I couldn't get you." Of course, much depends on how
formally / informally the two are related to each other in office, work place, or life.
But, in situations in which the audience remains invisibly present, as in written communications - letters,
memos, notices, proposals, reports, etc. - the semantic gap between the intended meaning and the
interpreted meaning remains unknown to the communicator and also to the unsuspecting receiver who
misses the total meaning in terms of tone and feelings of concern and seriousness of purpose of the sender.
The feedback does help the sender, but it may be too late.
CONDITIONS FOR SUCCESSFUL COMMUNICATION
Basically, to communicate is to share "information", in its widest sense, with others in an intelligible,
participative form through the medium of words - spoken or written, or body gestures, or other symbolic
signs.
Two basic things stand out here. One, the message is to be both "known" and "Understood" by others.
Two, communication in its nature is a symbolic act, verbal or non-verbal.
These two aspects, the purpose and nature of communication, act as the two determining influences in the
theory and practice of communication in all contexts of speaking or writing.
Herein lies the crucial critical difference between effective and ineffective communication. If "something"
is communicated and it is not fully understood by the receiver, the communication has been just
ineffective. Not fully serving its other condition of being understood. The fact that the message has been
understood is established by the response of the receiver - the feedback.
Rule of Five
Keith Davis1lays down the Rule of Five to guide the receiver to be an effective element of the
communication process.
"In the communication process, the role of receiver is, I believe, as important as that of sender. There are
five receiver steps in the process of communication-Receive, Understand, Accept, Use, and Give a
Feedback. Without these steps, being followed by the receiver, no communication process would be
complete and successful".
Communication is successful when
SENDER
MESSAGE
RECEIVER
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FEEDBACK
Candidness
Clarity
Completeness
Conciseness
Concreteness
Correctness
Courtesy
Candidness In all business transactions, our view of a matter should be honest, sincere, and guileless. We
should speak and listen without prejudice or bias. Our guiding principle should be fairness to self and to
others involved in the situation. Candidness, in a way, implies consideration of the other person's
(listener's) interest and his/her (the listener's) need to know things objectively and fairly. We should share
our thoughts without reservation in an unbiased manner, if we want to help the receiver to understand
what is communicated. It should be characterized by the "you" attitude.
Candid talk also exhibits the speaker's self-confidence. In oral communication the key element that creates
impact is confidence. When we say something without hesitation or hitch, we say it in a confident manner.
In everyday life or in business, we see persons in power doing things, such as appointing relatives,
neglecting merit in assigning jobs/functions or allowing too much closeness to an individual or a group of
individuals. This action is bound to emotionally alienate others from that person. Out of consideration and
concern for that person's long-term image and good human relationships in the organisation, if you
communicate your view of his administrative fairness in an unbiased manner, you are being candid in
your communication.
Clarity The principle of clarity is most important in all communications, especially when you are involved
in face-to-face interaction. It is not always easy to verbalise ideas accurately on the spot during
conversation, presentation, or any other form of interaction.
To ensure that we express ourselves clearly, we should use accurate and familiar words with proper
intonation, stresses, and pauses. Our spoken language should consist of simple words and short sentences.
Thoughts should be clear and well-organised. We should know what we want to say and why. It is a clear
mind that can talk clearly and effectively.
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However, in case of doubt or uncertainty, due to lack of clarity of thought or expression, the listener can,
in one-to-one communication, seek immediate clarification.
Completeness Clarity is ensured also by completeness of message. In conversation or oral presentations
one can miss some parts of the communication. It is, therefore, essential that oral presentations,
discussions, or dialogues should be as far as possible, planned, and structured.
Therefore, when we begin the presentation or dialogue or address an audience, we should ensure that we
have given all the information that listeners need or expect for understanding the message.
The principle of completeness requires that we communicate whatever is necessary, provide answers to all
possible questions which could be raised and add something additional, if necessary as footnotes, to
whatever has been said. We should be careful that we answer all questions put to us. for example, in an
interview, if we leave out answering any question, it would imply that we are deliberately side-stepping a
particular issue. It could also raise doubts in the audience that there is something to hide regarding that
matter.
If we have no information or answer or are unwilling to answer or discuss any particular question, we
should frankly express our inability to answer.
Conciseness In business and professional communications, we should be brief and be able to say whatever
we have to say in minimum words. We should avoid being repetitive. We sometimes believe erroneously
that by repeating whatever has been said, we add emphasis to our message. Try to use single words for
wordy phrases.
Concreteness means being specific, definite in describing events and things. It also means the-vivid
description of an event or state. Avoid using vague words. In oral communication we cannot draw figures,
tables, diagrams, or illustrations to make our statements vivid and concrete. But we can choose precise
words and speak with proper modulation and force to make their sound reflect the sense. For example, in
oral communication passive voice is avoided. Active voice verbs reflect force and action. They also sound
more natural and direct.
Correctness In the spoken form of communication, grammatical errors are not uncommon. The speaker
tends to forget the number and person of the subject of the verb if the sentence is too long. Sometimes
even the sequence of tense is wrong. And most frequently the use of the pronoun is incorrect especially in
indirect narration (reported speech).
Courtesy In conversational situations, meetings, and group discussions, an effective speaker maintains the
proper decorum of speaking. One should say things with force and assertiveness without being rude.
Courtesy demands that we do not use words that are insulting or hurtful to the listener
In business discussions, it is necessary that we respect the other person by listening to him/her patiently.
We should not interrupt. We should wait for our chance to speak and when it is our turn to speak, we
should speak with force and clarity
Our tone should reflect our respect for our listener/audience. And our pitch should not sound as if we are
talking at each other and not to each other. The tone we use in conversation should not be aggressive.
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VERBAL COMMUNICATION
I .Letter writing :
The art of writing a letter takes practice, knowledge about proper form and the ability to put into words the
thoughts and feelings which are associated with the letter. Learning to write a letter can be difficult, as
there are multiple types of letters which can written. To avoid the time that it may take to learn to write
each one of these letters, if you are able to learn to write a basic letter, that will help you to create letters
for a variety of occasions.
Parts of the Letter:
Your address:
At the top of your letter, you will put your address, so the reader will know where to send their reply to.
Date
Put the date on which the letter was written in the format Month Day Year i.e. June, 15, 2009.
Inside Address:
The inside address is only required for a business letter and will include the address of the person you are
writing to along with the name of the recipient, their title and company name. If you are not sure who the
letter should be addressed to either leave it blank or try to put in a title, i.e. "Director of Human
Resources".
The Greeting:
The greeting will address the individual that the letter is being sent to. This is usually completed in the
form of "Dear Anne" or "Hey Anne", for less formal letters.
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4. Meeting Letters
5. Employment Letters
Please feel free to contact me if you would like additional information. The best time to reach me is after
3:00 PM, or you can leave a message at my home and I will call you back as soon as possible. The
number is (406) 555-2341.
Thank you again, for the interview and for considering me.
Sincerely,
(your name)
3. Sample Approval Letter
Dear Abhishek,
On behalf of the entire team in BMSCE, I congratulate you on your performance during the
first three month trial employment period. Your results have beat our expectations and been
very good.
Your new status means a Rs.7,000 yearly raise, and a 9% superannuation package, effective
immediately. Thank you for you great work and we all looking forward to continuing our
work.
Ramjit
4. Meeting letter
6. Employment Letter
II.Resume Writing :
Regardless of your experience, qualifications or intelligence, you'll still need to apply for jobs and pass
through the selection procedure. To apply for jobs you need to write a resume. Your resume is made up
of :
Depending on their personal circumstances, people have different reasons to write a resume. It's important
you have a clear idea of why you are writing a resume before you start as this will help you choose the
correct resume style.
You want to write your resume because :
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You're applying or looking for a new job in the same industry / area.
You're applying or looking for a new job in a different industry / area.
You would like to group your experience / qualifications in one document.
You were asked to provide a copy of your resume.
A resume must contain accurate information. For this reason, it's a good idea to keep your resume updated
after each major task, accomplishment or qualifications received. Keep up to date with all your job
contracts, qualifications and job descriptions.
The following will help you to write your resume.
Contracts
Job Descriptions
Periodical Performance Reviews
Letters of Reference
Letters of Appreciation
Qualification Certificate's
Specialist Courses
a. The Title Page : There are four main pieces of information that have to be included into the title page:
- the report title;
- the name of the person, company, or organization for whom the report has been prepared;
- the name of the author and the company or university which originated the report;
- the date the report was completed.
b. Acknowledgments:
Good report writing includes a page of gratitude to those who helped the writer in his process: his
supervisor, teachers/professors, librarians, family, etc.
Make them look sincere. Dont just say, Thank you and give the list of names, but refer to each
one separately and thank him/her for something specific.
The Introduction should be a brief but thorough discussion of the context of the problem. A typical
introduction is about 1 to 2 pages long. It includes:
- purpose or objective of writing the report;
- background information (for example a brief history of the organization, context of topic or problem);
- literature review (what researches have already been made in this field)
- scope, that is, the size or extent of study, amount of data collected, time frames, focus of data collection
or discussion (for example, a department or whole organization);
- methodology, that is, the kind of data used (for example, who was interviewed, what type of material
was referred to);
- assumptions and limitations, (for example, given the above material, any assumptions that were made
and any limitations placed on the material included in the report);
- plan that briefly overviews the argument, framework or logical structure of report writing.
h. The Body
The Body of the report writing is the main part that includes all the facts and materials essential for the
understanding of the problem. It usually has three sections:
- Theories, models, and hypotheses. This section is optional. By giving it, you introduce the theoretical
basis for your project;
- Materials and methods. This is a part where you describe (and illustrate) the materials used, and give a
step-by-step report on how you were completing your task;
- Results. This section summarizes your efforts and gives information about what you discovered,
invented, or confirmed through your research.
i. The Conclusion
This is the last part of your report writing. Sum up the main points and refer to any underlying theme. If
any questions or issues remain unresolved, mention them in the conclusion. Write in a brief, concise
manner, for your readers are already familiar with everything you talk about.
j. Recommendations
Give directions/propositions on how a problem youve investigated can be solved. List them clearly, and
rely on the materials that you used.
k. References
List all the sources of information that you used during your report writing. Use an alphabetical order.
l. Appendices
Include data tables, background calculations, specification lists for equipment used, details of
experimental configuration, and other information needed for completeness, but which would bog down
the discussion in the body of the report. Your Appendices must each have a footer with numbered pages
for that appendix.
ORAL COMMUNICATION
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PRESENTATION SKILLS
Today it is necessary for you as a student, researcher, and a person seeking a job or a manager to know
how to develop and make a presentation on a specific subject to a select audience. At the time of your
admission to a post-graduate programme in management or IT, or to defend your research findings before
your examiners or to get shortlisted for final selection for a job or advocate a proposal you have made, you
may be required to make a presentation.
Your ability to deliver the presentation effectively helps you in two ways. Firstly, it helps in
communicating your information clearly and vividly. Secondly, it creates a very good impression about
you as a speaker, scholar or manager. Your impact as a presenter is immediate. Your confidence, fluency,
and readiness of mind in conducting discussions and debate stand out as attributes of your personality
Meaning
A presentation is a live mode of sharing information with a select a6mence. It is a form of oral
communication in which a person shares factual information with a particular audience.
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Elements of a presentation
Presentation has three major elements:
Presenter
Audience
Specific content with a definite objective to be achieved
Designing a presentation
Introduction
Main body
Conclusion
Question & Answers
03 minutes
15 minutes
02 minutes
10 minutes
6. DON'T project copies of printed or written text. Instead, summarize the information and show only the
key points on the visual aids. If the group must read every word, use handouts for reading, either
before or after your presentation.
7. DON'T put yourself in the role of aiding your visuals: A presentation is primarily an oral form of
communication. If your only function is to read the information on your overheads or slides, the target
group will become easily bored.
8. DON'T use copies of your transparencies as handouts. They reinforce what you are saying-- they don't
say it for you. If you want your target group to remember what you meant, you'll need to provide
written text in addition to any key point summaries or charts that you need for your transparencies.
9. DON'T use charts, graphs, or tables that contain more information than you want to provide. The
group will have difficulty focusing on the point that you're tying to make.
Tips for Creating an Effective Multimedia Presentation
Step One: Your presentation should have a minimum of 6 slides, but no more than 12. You will want to
consider the following as you begin designing your slides:
How will you transition from one slide to the next (fly in, swirl, drop, etc.)? Remember: Be consistent!
What style, size, and color of font will your use? Remember: Be consistent!
What background colors will your use? Remember: Be consistent!
Does your presentation look professional? Eye-catching?
Did you proofread for grammar?
Did you use the spell check?
Step Two: Practice your oral presentation. Do NOT read your slides. A multimedia presentation is still a
presentation! Speak slowly, clearly, and maintain eye contact with your audience.
Group Discussion :
Group discussion is an integral part of the selection procedure followed by many companies. GD or Group
Discussion is generally a formal discussion session where ten to twelve candidates participate to discuss
on a given topic. This verbal test is conducted to judge various skills and qualities of the candidates. The
job of the examiners present there in the session is to keep an eye on the proceedings and judge the
abilities of the candidates as well. Unlike the examiners, your duty is to impress the panel members with
your excellent group discussion skills.
Here are some basic tips that would help you do well in the group discussion session.
1. Try to keep your calm and never shout at the top of your voice. You should also see to the fact that the
group is hearing your ideas. You will have to bring out your chance to speak and also let others speak.
2. You will have to be assertive to make a mark in the group discussion session.
3. Try to practice GD sessions as much as possible at home with friends or family members before
appearing for the final round. This would help you earn confidence.
4. You will have to make a meaningful contribution and for that prior preparation is quite essential. You
should be a good communicator and well aware of the current affairs.
5. Candidates with good reasoning ability are sure to get through the verbal test.
6. You need to be flexible and open to ideas put forward by other participants.
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7. New ideas by participants are highly appreciated by the panel members. So it wont be a bad idea to
present your new ideas and perspectives.
Personal Interviews :
Personal interviews are an important part of selection process at various jobs as well as for admissions to
professional institutes. At a job interview, the interviewer meets with the candidate to assess their
capabilities, skills and level of experience. During the personal interview the candidates are evaluated on
the basis on their confidence level, ability to act under pressure and their understanding of the subject that
they have learnt.
Things to know about personal interviews:
Dress code for personal interviews: Since any personal interview, whether it is for a job or admission to an
institute is a formal affair, it is advisable that the candidates be well dressed, preferably in formals. A well
dressed candidate automatically exudes an air of confidence that speaks well of his/her personality. Avoid
bright colored or striking prints while choosing your attire for personal interviews.
Personal Interview Etiquettes: There are several etiquettes that must be followed when facing the
interviewer. Knock before entering the interviewers cabin and ask for permission to enter. Generally one
must wait to be asked to sit instead of going straight ahead and sitting. If you are carrying a bag, it should
be kept on the floor beside your chair. Sit comfortably but with your back straight and hands on your lap.
Too much hand movement to explain a point is not advisable.
Always listen carefully before answering so that you do not falter for words. Do not speak more than it is
required and always pause in between if the interviewer wants to make a point.
NEGOTIATION
Negotiation is a process of bargaining in which two parties, each of whom have something that the other
wants, try to reach an agreement, on mutually accepted terms.
Everyday examples of negotiation are:
DEFINITION
The Oxford Dictionary of Business English defines negotiation as
a) The process of trying to reach an agreement through discussion.
b) A meeting where this discussion takes place
The Winston's Simplified Advanced Dictionary defines negotiation as, "The discussion and bargaining that
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goes on between parties before a contract is settled or a deal is definitely agreed upon."
According to Alan Fowler, "Negotiation is any form of meeting or discussion in which you and/ or the
persons you are in contact with use argument and persuasion to achieve an agreed decision or action."
In simple words, negotiation is to bargain for mutually agreed exchange by using persuasion and
discussion
As Bill Scott says, "A negotiation is a form of meeting between two parties: Our Party and the Other
Party."
The objective of most negotiations is to reach an agreement in which both parties together move towards
an outcome that is mutually beneficial
THE NATURE OF NEGOTIATION
The following two points make the nature of negotiation quite clear:
1. Negotiation takes place between two parties. Both the parties are equally interested in an agreed
action/ result.
2. Negotiation reaches agreement through discussion, not instruction, orders or
power/influence/authority
NEED TO NEGOTIATE
Need to negotiate is defined by the situation. Some situations require negotiating, some don't
Situations Requiring Negotiation
The following situations require negotiation
An issue involving more persons than one, Negotiation is required when a problem cannot be
resolved by a single person. Whenever two or more persons or parties are involved in deciding a
matter/or issue and they have different views or aims regarding the outcome, the way to overcome
disagreement is by negotiating, that is by discussing, persuading and influencing
Negotiation can take place only when both the concerned parties are willing to meet and discuss an
issue. That is to say, they both want to reach an agreed decision by discussion, not force or
authority
closely following the drift/flow/direction of the discussion. And if any important point is being
missed by your side, he puts in that point
Formal negotiation is simpler to handle than unannounced meetings. You have time to study the
total situation. You have time to find out the strength of the arguments of the other party.
Generally, people believe that formal negotiation is something like settling a dispute or a conflict between
two warring parties, for example, the labour union or workers' union's strike. Negotiations in such
situations is formal; the meeting between the two parties is mostly fixed beforehand and both parties have
time to prepare their bargaining steps
Informal situations
Unannounced and casual meetings - When a staff member drops by your office and discusses a
problem, to which you attempt to find a solution. It is unannounced This is an informal negotiation
because:
o It does not allow time to study the strength or weakness of the other side
o It involves just two persons
o It appears as casual - your colleague might have planned to approach you for help in this
manner
o It gives you no time to prepare for discussion
o Its friendly approach is meant to act as an influence on your final decision making
When one of the two parties/persons immediately accepts or agrees to what the other is suggesting
or asking for. In such a situation there is no need for negotiating. The desired result is already
achieved.
Whenever one of the two parties refuses even to consider or discuss the suggestion or proposal
For example, a supplier or a dealer completely refuses to reduce the price or consider any other suggestion
of making part payments, there is no possibility for any negotiation between the two.
However, often, people encounter situations of neither direct acceptance nor of complete refusal at the
very outset. During such times, two persons deal with each other by first discussing the possibility of
reaching an agreed end.
FACTORS AFFECTING NEGOTIATION
The following factors usually affect the outcomes of negotiation:
Place
The place of meeting for negotiations influences the level of confidence. Choosing a place, like
your own office, has many advantages. You are in your area of strength
You can get whatever information/material is needed during the course of negotiations
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You can extend social courtesies as a token of goodwill, this would move the negotiation towards
agreement
Time
The choice of time for holding discussions should be fixed according to mutual convenience
Time should be adequate for the smooth exchange of ideas through different stages of negotiation
o Exchanging initial views
o Exploring possible compromise
o Searching for common ground
o Securing agreement
The time to prepare for negotiation and time for implementing the agreement should also be
carefully fixed for action before and after the meeting
To be effective, negotiations should be timely. That means it should be done before it is too late to
secure an agreement.
Subjective Factors
Often the outcome of the discussion does not depend wholly on the objective factors of logic and
facts of the matter under consideration. The final outcome of negotiation is determined by
subjective factors of influence and persuasion
Personal relationship The conduct of negotiation is influenced not only by the real situation of the matter
but also by the relationship between the two persons/parties involved in the process of discussion
Fear Often our bargaining power is conditioned by our fear of power, authority, higher connections, and
the capacity to harm enjoyed by the other party.
Future considerations When personal relationships are at stake, we may not wish to win the argument in
the negotiations in case the good relations between the two parties are likely to be affected
Mutual obligation The memories of the good done in the past by the other party also acts as a negative
influence (fear) on us
Practical wisdom Fear of losing good future chances is a strong factor in our bargaining/negotiation
positions and power
Categories of influence The following are the categories of influence
Work pressures
Personal likes and dislikes
Mutual obligations
Concern for working relationship
Both formal and informal negotiations are influenced by such questions raised within you. "Should
my position on this proposal! issue take into account the likely effect of our future working
relationships?"; " Am I allowing myself to be unduly influenced by a sense of obligation? Am I
hoping to achieve too much by emphasising on past obligation?"
Such self questioning will help you overcome the effect of influence on your bargaining position
and strength
As a subordinate, if you have a good case, you should not hesitate to discuss with your boss your
part of the matter. Your subordinate position should modify your way but not your content. You
should be polite but firm
Persuasion Persuasion comprises a range of skills for convincing other people of the need to accept or
agree to a course of action. It is an essential element of effective business communication. It helps in
resolving issues about which two persons have different views but they need to agree about solutions in
the interest of all. In negotiations, people are gradually persuaded to accept the other party's view
As you must have seen yourself, persuasion is not just one single thing. It is a mixture of skills - attitude,
psychology, language, tone, body language, and so on, used by you to convince your workers/ partners to
accept your view on what should be done, although they earlier objected or argued for a very different
solution
Different persuasive skills The whole range of persuasive skills can be classified under the following
broad headings:
Style
Collaborative or confrontational
You attitude
The other person's view point
Talking and listening
Probing and questioning
Using breaks when necessary
Concessions and compromise
Avoid .confrontational tone
Summarising
Reaching an agreement
At the final point of your discussion, be sure the final agreement covers all necessary points, it is clearly
expressed and understood. "You attitude"
Nothing convinces more than facts. But in order to persuade people, the facts should be discussed
from the other party's point of view. You should be able to highlight how the other person stands
to gain from your suggestions
As a successful negotiator, understand the other party's needs.
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The art of negotiation depends on your ability to reconcile what is a good result for you with what
is a good result for the other party.
Persuasion is a means to make negotiations/ discussions end with a satisfying conclusion for both
sides (win-win situation)
The first of these two questions would make you feel confident and fully prepared on two things
That you know the subject matter well and are not likely to feel surprised or shaken by the other
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Be realistic about objectives Prepare your objectives realistically. Suppose you fail to persuade the other
person to accept your ideal solution, then you should be prepared to come down in your expectations. But
in such a situation of lowering your expectation, if the ideal is not achievable, you should be very clear
and firm about the lowest outcome acceptable to you.
In the preparation stage, you should also plan out the best way of arguing your case, considering
particularly the other person's likely viewpoint and objectives. Assess the strength of each party's
bargaining position.
To be well prepared before the actual negotiating process begins, consider the following:
Be sure that you know enough about the subject matter to be discussed
Decide your objectives and bottom value
Plan how best to argue your case
The parties begin by defining the issues. They argue about the scope of negotiation
Each side then puts forward what it is seeking or first the party that makes a claim presents its
case, and thereafter, the other party gives an initial response-thus both the parties define their
initial positions
After that comes a more open phase in which the initial positions are tested through argument
The parties then move to a possible solution that could be the argu.ment's outcome
Firm proposals in more specific terms are then made, discussed and often modified before both the
parties accept them.
Finally, an agreement is spelt out and concluded
Implementation Some scholars consider that preparation and implementation are not parts of negotiation.
They constitute two basic phases of actual process of negotiation - one before initiating the negotiation
process and the other after concluding discussions
In all formal negotiations, confirm in writing all that has been agreed upon
As far as possible, mention in the agreement an implementation programme. That is to say,
mention who is supposed to do what by when. This matter, if left undefined, may become the
subject of disagreement later on
Ensure every concerned person, not only those involved in. the discussions, is clearly told about
the agreement, its implications, and the action which will follow.
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NEGOTIATION STRATEGIES
Some of the elements listed earlier as part of negotiating process are strategic. They are here discussed as
strategies to be used at different stages
Initial Strategies
Plan the whole discussion according to the psychological needs and use appropriate strategies to
maximise the advantage for gaining information about the views and objectives of their party
Set a tone for the whole discussion that focuses attention on the need to reach an agreed
conclusion by joint problem solving
Sell "sunny-side up". Think how the other person will see your proposal. Try to identify and "sell"
to the other person the benefits that would go to them if they accept your case
Alter your position (within your planned limits) if needed to achieve this approach
A void compulsive talking. Allow the other persons to say what they wish to; develop a dialogue
with the other person
You can start the discussion as given below "The general point of our discussion is ..., which I think has
come up because of... But before I go into its details, it would be helpful if you first outline your view."
During the Discussion
Do not state the whole case in the beginning; develop your case as the discussion proceeds. If you
put forth your whole case at the beginning, you leave no chance to change your position in the
light of the other person's arguments.
Be a silent listener of other speaker's argument. Notice the tone, not just the words. The tone will
tell you how they feel-confident or nervous, irritated or cool.
Do not interrupt. Interruptions annoy, instead of encouraging cooperation.
Put searching questions to verify the correctness of factual information offered by the other party,
such as dates, figures and so on or of their logic
If you doubt the correctness of the information given by them, do not directly challenge them by telling
them, "You are wrong." Instead, you may put further questions, such as
"Could you explain the connection between that point & what you said earlier about X?"
"I have not understood the logic of that: Could you put it in a different way?"
The strategy should be to allow the discussion to move towards agreement. For securing this
purpose you have to psychologically encourage cooperation throughout the discussion
Use impersonal terminology to point out corrections, rather than making personal criticism
Use adjournments During the discussion a short break of lO-minutes can be useful for two purposes
To get a chance to consider new points or proposals before going to decide on final commitments
To change the mood of the discussion if it has become too emotionally charged
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Use concessions and compromise At times, it may be impossible to move further without making some
concessions. Strategy is concerned partly with timing, and partly with the way possible concessions are
introduced into the discussion
When we realise that attitudes are hardening and again and again the same points are being repeated, the
discussion could be changed to an exploratory phase
Use conditional compromise You can say, "Since we now know each other's views, it might be helpful if I
could know what your response would be to my suggestion that I could accept to this extent what you
have suggested."
The other person should not be allowed to feel that he is losing by accepting your offer of
concession or compromise
Praise the other party for a good suggestion that you are going to accept as a condition for
changing your position
As a strategy
Reaching an Agreement
After a long and difficult discussion, 'final' should be taken as 'final'. No further concessions or
compromises should be allowed
Be tactful and persuasive so as to ensure that the final outcome, which is of advantage to you, is
seen by the other person as a benefit to his party
The key strategy in any negotiation is "persuasive."
Emphasise the other party's benefits
Approach the other party's cooperation and brilliant suggestions.
Summarising
Suggest "1 think it would be helpful if we could summarise all that we have discussed and reached
this agreement."
"Better that we note it down so that no point is later missed by anyone."
It is a good strategy to use written summaries at the end of the discussion. This would not leave scope for
disagreement later about what has or has not been discussed and agreed
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In Case of a Deadlock
Reaching a mutually satisfactory end is the basic objective of any negotiation. Suppose, there is no final
agreement reached after a prolonged discussion, the strategy should be to
Point out that no further concessions can be made as they would be of no benefit to either of the
parties.
Explain & emphasise the consequences
Use ethical aspects of agreement
ROLE PLAY
According to the Oxford English Dictionary, a role-playing game is ``a game in which players take on the
roles of imaginary characters, usually in a setting created by a referee, and thereby vicariously experience
the imagined adventures of these characters.''
Of course, this begs the question of what it means to "take on the role" of an imaginary character. In many
games you have a character which is really a token without personality.
Role-playing is getting together with some friends to write a story. Its joining around a campfire or a
dining room to spin some tall tales. Role-playing is being creative and having fun with friends.
Role-playing games are stories. You create one of the main characters, and you create a story around your
character. The rest of the players also create stories around their characters. And theres an editor who
brings those stories together.
In most role-playing games, one person plays the referee, who can be thought of as the Editor of the
story. The Editor will, with input from you if you desire to give any, describe a world or setting. You and
your friends, as Players, will take a character and protagonist in this world. You will guide your character
through the story that you and your friends are creating.
Each player takes a different character, and each character interacts with each other character. Roleplaying, in this sense, is very much play-acting in the mind. You imagine what the Editor describes. Then,
you imagine your characters response to this situation, and describe that to the Editor and the other
Players. They, in turn, each do the same with their characters
Non-verbal communication
It includes using of pictures, signs, gestures, and facial expressions for exchanging information between
persons. It is done through sign language, action language, or object language.
Non-verbal communication flows through all acts of speaking or writing. It is a wordless message
conveyed through gestures (sign), movements (action language), and object language (pictures/ clothes)
and so on. Further non-verbal communication can be identified by personal space (proxemics, body
language, and kinesics), touch (haptics), eyes (oculesics), sense of smell (olfactics), and time
(chronemics).
Health and Hygiene
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Hygiene is an essential component of healthy living, integral to achieving health and preventing disease.
Not just selecting the right food choices but also cooking & consuming them in a hygienic way is equally
important in preventing the infectious diseases. Adopting hygienic practices and promoting hygiene in the
community, schools and workplace prevents innumerable infectious disease. Some of the infectious
diseases prevented through hygienic practices are diarrhea, amoebiasis, giardiasis, worm infections,
typhoid, jaundice, bacterial pharyngitis, skin infections, tuberculosis, conjunctivitis etc. Many chronic
diseases have also been linked to infections, especially unhygienic food, gastric ulcers, certain types of
cancers and there is some evidence for cardiovascular disease.
Following are some points which should be inculcated in day-to-day life.
Wash hands thoroughly with soap after urination, after using the toilet and also after changing diapers,
Wash your hands with soap and water after handling pets
Before touching any food item, wash your hands with soap and water.
Keep nails short and clean. Clean & Trim the nails of both hands.
Your hair should be tied when you cook.
Preferably the cooking area and the area used for washing utensils should be separate and dedicated
for that purpose and not connected to the bathrooms or any other source of potential fecal matter like
washing clothes.
Kitchen should be well lighted & ventilated (with either chimney/exhaust fan) & with meshed
windows.
The cooking and eating area should be preferably elevated .
Keep the cooking, washing, and utility area and kitchen clothes clean . The kitchen surface and the
floor should be regularly cleaned. Additionally, clean the kitchen in the night. Kitchens left dirty in the
night tend to attract pests which are carriers of infection.
Cover all foods, cooked as well as uncooked, at all times.
If a house fly or any insect has even fleetingly sat on a food item, then, that food item needs to be
discarded.
Protect the kitchen & food items from insects, pests & other animals.
Body language
Body language is a term for communication using body movements or gestures instead of, or in addition
to, sounds, verbal language or other communication. It forms part of the category of paralanguage, which
describes all forms of human communication that are not verbal language. This includes the most subtle of
movements that many people are not aware of, including winking and slight movement of the eyebrows.
In addition body language can also incorporate the use of facial expressions.
Although they are generally not aware of it, many people send and receive non-verbal signals all the time.
The technique of 'reading' people is used frequently. For example, the idea of mirroring body language to
put people at ease is commonly used in interviews. It sets the person being interviewed at ease. Mirroring
the body language of someone else indicates that they are understood.
Body language signals may have a goal other than communication. Both people would keep this in mind.
Observers limit the weight they place on non-verbal cues. Signallers clarify their signals to indicate the
biological origin of their actions.
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One of the most basic and powerful body-language signals is when a person crosses his or her arms
across the chest. This can indicate that a person is putting up an unconscious barrier between
themselves and others. It can also indicate that the person's arms are cold which would be clarified by
rubbing the arms or huddling. When the overall situation is amicable, it can mean that a person is
thinking deeply about what is being discussed. But in a serious or confrontational situation, it can
mean that a person is expressing opposition. This is especially so if the person is leaning away from
the speaker. A harsh or blank facial expression often indicates outright hostility. Such a person is not
an ally, and may be considering contentious tactics.
Consistent eye contact can indicate that a person is thinking positively of what the speaker is saying. It
can also mean that the other person doesn't trust the speaker enough to "take his eyes off" the speaker.
Lack of eye contact can indicate negativity. On the other hand, individuals with anxiety disorders are
often unable to make eye contact without discomfort. Eye contact is often a secondary and misleading
gesture because we are taught from an early age to make eye contact when speaking. If a person is
looking at you but is making the arms-across-chest signal, the eye contact could be indicative that
something is bothering the person, and that he wants to talk about it. Or if while making direct eye
contact a person is fiddling with something, even while directly looking at you, it could indicate the
attention is elsewhere.
Disbelief is often indicated by averted gaze, or by touching the ear or scratching the chin. When a
person is not being convinced by what someone is saying, the attention invariably wanders, and the
eyes will stare away for an extended period.
Boredom is indicated by the head tilting to one side, or by the eyes looking straight at the speaker but
becoming slightly unfocused. A head tilt may also indicate a sore neck, and unfocused eyes may
indicate ocular problems in the listener.
Deceit or the act of withholding information can sometimes be indicated by touching the face during
conversation.
doing so. In addition, you should demonstrate friendliness, so that the people are at ease in interacting
with you. You should be watchful as well, because any wrong gesture will be quickly picked up by people
and they might even pass judgments about you, by considering the way you present yourself at the first
meeting. If you want to know how to introduce yourself by the best way, go through the following lines.
Introducing Yourself
Look into the eyes of the person, to whom you are going to introduce yourself. Make a brief eye
contact. This shows your confidence.
During self-introduction, you should not forget to wear a pleasant smile on your face. This gesture will
put the other person at ease. In addition, this will create a good first impression about you.
Extend a warm, friendly and firm handshake. Wear a sweet smile while shaking your hands with him/
her. Gently squeeze the person's hand with your fingers. Make sure that you do not apply force with
your thumb. A good handshake will demonstrate your self confidence.
Now, say your name clearly, in a gentle and audible manner. If the person doesn't get your name, be
sure to spell it again. Ask for their name as well and repeat it, when he/she says it.
Avoid introducing yourself by your nickname. During formal meetings, it is always suggested to
introduce yourself by both your first and last names.
Do not introduce yourself with titles, such as Mr. or Mrs. You may tell your nickname later on, when
you strike up a conversation with him/her.
At a formal event, such as a business meeting, formal lunch/dinner, when you are introducing people,
you need to make use of the first and last names of the individuals you are introducing. A nice way to
introduce people during formal events is to define their professional position. For instance, you can
say, ' Ted, this is Anna Stevens, Assistant Manager of XYZ Company. Anna, this is Ted Lawson, HR
Executive of ABC Corporation.'
In case you are introducing someone with a title, say, Doctor, be sure to include that also. For
example, you can say, 'Mr. Stewart, I would like you to meet Dr. Richard Gayle.'
In case of an informal meeting, you may introduce people to one another by using their first name.
However, in certain cases, such as your spouse, it is better to make use of the last name as well,
particularly when he/she has a different last name.
If the person you are introducing has a specific relationship with you, then make it clear to others, by
adding a phrase, say, 'my wife', 'my sister', in your conversation.
A flawless introduction doesn't merely mean informing each party their respective names. Providing a
brief background to each party is a good idea, because it promotes interactions in the future.
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In case the individuals you are introducing have similar interests, you can include that in the
introduction as well. For instance, you can say, ' David, meet Richard. Like you, he is also interested
in stamp collection.'
You can highlight the talents of the person or an interesting fact related to him/her, while introducing
him/her to others. For example, you can say, 'Sam, I would like you to meet Elma, who is a fantastic
painter.'
While introducing a person to a group of people, introduce him/her to the group first, and then the
group to the individual. For instance, you may say, 'Emily, meet Martha, David and Anthony, my
school mates. Everyone, this is Emily.'
Tips
Never introduce people in a tense situation. Make sure that you set a cordial and happy atmosphere,
while introducing them to each other.
In case both the parties are interested in striking up a conversation with each other, assist the newly
acquainted people to carry on a smooth and congenial talk.
Be confident about yourself and about the person you are introducing to people. This would show your
cordiality, while socializing.
Superiors: Always address superiors with the appropriate gender-specific title, unless he/she gives
express permission to do otherwise.
Colleagues: It is generally accepted procedure to address colleagues by first name. Exceptions arise
when the relationship is formal or unfamiliar.
Subordinates: If the superior has established an informal relationship with the subordinate, use of first
names is appropriate. If the relationship is formal or unfamiliar, the appropriate gender-specific title is
necessary.
Clients and Customers: Most relationships with clients or customers are formal, dictating appropriate
gender-specific titles. Occasionally, though, an amiable relationship has been established and would
allow the use of first names.
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In majority of the countries, handshake comes across as the most common form of greeting someone.
Unknown to many people, the way they shake hands with a person speaks volumes about their
personality. In fact, it lays the basis of establishing your first impression on the other person. If you
hesitate in bringing your hand forward, be it because it is greasy, sweaty or otherwise not-presentable, it
gives out a negative impression. On the other hand, a forthcoming hand is always considered to be a
symbol of friendship, accessibility and reliability. At the same time, it helps you make an initial
connection with another person. In order to help you present the best hand forward, we have detailed the
complete procedure on how to shake hands, in the lines below.
Shaking Hands with Someone
As the first step in shaking hands with someone, you will be required to extend your right hand
forward, in order to meet the other's person right hand. While doing this, make sure that your thumb
points upward, toward the other person's arm.
While extending your hands towards the other person, you also need to keep in mind the angel of your
hand. Remember, your hand should be parallel to the hand of the other person, while being
perpendicular to the floor. This will make sure that you send across a message of equality.
You need to maintain eye contact through the entire procedure of shaking hands. If you do not look
into the eyes of the other person, as you shake hands with him/ her, it will come across as a sign of
insincerity or even slyness. So, do not hesitate from meeting his/her eyes.
As your thumb joints come together, wrap your hand around the other person's. Now, you need to take
notice of how much firmness is required in the handshake. Squeezing too hard means that you are
trying too hard, while putting no pressure at all also proves to be a turn-off.
Finally, comes the pumping part! Commonly, the number of pumps is two. However, you can keep the
outers limits as one and three. The main aim behind pumping is to convey a sense of warmth to the
other person. You can also pat the person's hand with your free hand, if it seems okay.
Some Tips
Your hand should always be parallel to the hand of the other person. If you put your palm on top, it
will tantamount to showing your dominance. On the other hand, having your hand face up will be
regarded as a submissive pose.
While squeezing the hand of the other person, a lot of factors need to be taken into consideration, such
as the person's age, gender, and the like. For instance, in case of old age people or women, the hand
shake will be a little less firm than young men.
Just like with everything else, in case of shaking hands also, you will have to practice a lot. Try
different handshakes with your friends or family members. Depending upon their feedback, evolve a
style that suits your personality the best.
When picking clothes for office wear, remember to opt for subtle shades. Garish colors and office look
do not gel well at all.
Women should not apply heavy makeup while going to office. In fact, the use of makeup, hair spray
and perfume should be toned down.
Before leaving for office, check in the mirror to make sure that you are well groomed. Nobody takes a
shabbily dressed person seriously.
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Although telephone has become one of the necessities of everyday life, people often forget about the
etiquettes that need to be followed while making and receiving calls. It is very important to take care of
the surroundings, while talking on the telephone, because your conversation might be disturbing, or
simply annoying, to the people around you. Telephone etiquette tips not only apply to business calls,
following it is also vital if you are talking to your close friends or acquaintances. Go through the following
lines and check out the telephone etiquette tips given below.
Common Phone Etiquettes
Do not talk loudly on the phone, especially when you are in a public place. Your words should be
audible only to the person on the phone, and not those around you.
Either switch-off or put your phone on a silent mode, when you are in a cinema hall, library, hospital,
religious places or other restricted areas, where phone calls are not allowed.
When you are at a business meeting, it is better to put your phone on silent mode.
If you get a call in a meeting, disconnect the phone and call the person after the meeting is over. If the
call is urgent, go outside the room and talk.
When you are at your workplace, it is suggested to receive and make calls only during breaks. If it is
an important call, you may either decrease your volume or answer the call after leaving your desk.
Do not play loud ring tones at the work or public places. The ring tone may be your favorite, but its
loud sound might annoy others around you.
Talk in a polite, cool and friendly tone, when you are on the phone.
Never interrupt a person when he/she is speaking on the phone.
It is always nice to answer business calls with a greeting. Say "Good Morning/Afternoon/Evening",
your name, and then proceed.
While attending a business phone, you should be legible - speak slowly and clearly. Speak with
confidence, so that the person on the other side has the feeling that you know what you are doing.
While talking on the phone, make sure that you speak quite clearly. Speaking clearly reduces the need
to repeat your words time and again.
Avoid eating chewing gum or munching anything else, when you are talking to a person on the phone.
It makes hard for the other party to understand what you are saying. It may also annoy the person, as
nobody would like to hear eating noises on the phone.
Wrong numbers should be dealt with decently. People often lose their temper, when they receive
wrong calls. In such a situation, you should tell the person on the other side, that he/she has dialed a
wrong number, in a pleasant manner.
It is considered impolite to hang up without saying goodbye. Unless the person on the other end is
being rude or abusive, it is always right to end the call with a greeting - a simple bye!
Never be rude to a caller, even if he/she uses abusive words. In this case, you should disconnect the
call wisely. Say something like, "I am sorry, I have to end up the call now", and then hang up.
Whether he/she is your friend, acquaintance, business partner or workplace colleague, you should
consider the time of calling a person. Unless it's very urgent, do not disturb a person when he/she is
busy.
You should be considerate enough not to call a person during the peak working hours.
Do not put a caller on hold for a long time. If you have to, be sure to check back within few minutes,
as to whether he/she would like to continue to be on hold or not.
Dinning Etiquettes
Indian Table Manners
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Eating in an Indian society can be a good experience if you know some of its popular table manners,
which might appear strange but have their own significance. Like any other country, India also has some
dos and dont that one should follow while eating in a social group and one insignificant mistake can
make you feel embarrassed or label you as unmannerly and discourteous. To avert any such situation,
scroll down and find ABC of the eating manners in India.
Table Manners & Etiquettes in India
Traditionally, Indian food is served on a rug on the floor and people are supposed to sit in a circle. In
case you are using a table, let the eldest person sit first. The host is supposed to sit in a direction from
where he can see everyone around him.
When everyone is seated, wait for the food to be served. You should not chatter unnecessarily with the
people around you.
Indian tradition does not emphasize on the use of cutlery which are considered to be a part of western
culture, such as fork and knife. Indian food such as curries and gravies are enjoyed best when eaten
with hands.
Wash hands properly before starting as much of the food is eaten with hands, even if you are using
basic cutleries such as spoon and fork.
Wait for the eldest to start first. Even if you are starving dont attack the food or east hastily. It is
considered disrespectful and a bad manner.
You are not expected to use your left hand while eating. Even breads and chapattis are broken into
pieces using the right hand alone. But you are supposed to transfer food from the common plate using
your clean left hand.
In north India it is not acceptable to stain your hands with gravies or curries, only fingertips it used to
pick and gather food. However, in south India, you can take liberty to dip your hand up to your palms.
Dont flood your plate with food. You dont have to taste each and every dish served. Finish your
whole food before asking for more. Wasting food is considered disrespect to the host and the food.
Once you have finished your food, dont leave the table until the host asks you to. If you have to leave
the table, ask for the permission from the people before leaving.
Dont wash your hands in your plate or on the bay leaf and you are not expected to close the bay leafif you are in south India. Use a finger bowl (lemon and water) to wash your greasy hands.
You are expected to say polite terms like Please and Thank you as a courtesy towards your host.
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You may be a part of a fun group, but when you are sitting in a restaurant, it is advisable not to talk loudly
and disturb others. You should also turn off your mobile phones or at least, put it in the silent mode.
Respect The Waiter
The waiters are doing an important job, serving people like you, so never ever try to demean them. Thank
the waiter for bringing the food. This will not only show that youre courteous, but also ensure you better
service.
Sit Straight
Most of the people dont know the right posture of sitting in a public place. Although it may be allowed at
home, slouching at the table is a definite sign of ill-manner when you are at a restaurant.
Be Patient
Dont start gobbling your food even before all the items have arrived. Wait patiently, until everything
arrives. Now, unfold the napkin and keep it in your lap. Start serving yourself, taking everything in a small
quantity, and pass the food from left to right.
Dont Chew With Your Mouth Open
Chewing with your mouth open is one of the things that should be avoided even at home, but at the
restaurant, its an offence. Always keep your mouth closed while chewing the food. Nobody wants to see
the half-eaten food in your mouth.
Dont Talk With Food In Your Mouth
If youre in a habit of talking while eating, wait until you finish the bite that is in your mouth. Talking
with your mouth full is not only gross, but sometimes also makes the food come out with the words and
spread on the person youre talking to.
Dont Blow On The Food
If the food is hot, dont blow on it, to make it cool down. It is considered bad manners. Rather, in that
case, you should wait for a few minutes, to let it cool down, and then only start eating.
No Sound While Eating
Making sounds while eating the food may seem an extra pleasure to you, but it can very well kill the
appetite of the people around you. Remember, youre not a cow and the delicious food is not your cud.
Eat in Small Bites & Slowly
Always take your food in small bites and chew it slowly. Dont fill your mouth with food and then try to
swallow it down, even if youre in a hurry. Its not only considered a bad habit, but is also not good for
health.
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Intrapersonal communication
Intrapersonal communication is language use or thought internal to the communicator. Intrapersonal
communication is the active internal involvement of the individual in symbolic processing of messages.
The individual becomes his or her own sender and receiver, providing feedback to him or herself in an
ongoing internal process. It can be useful to envision intrapersonal communication occurring in the mind
of the individual in a model which contains a sender, receiver, and feedback loop.
Interpersonal Speaking
Verbal communication is an essential part of business and when it is executed correctly, good things
happen. Here are a few different ideas and styles to remember when speaking to anyone in a business
setting.
Because speaking is such an indelible activity, we tend to do it without much thought. But, that casual
approach can be a problem in business. Have you ever wished you could make a second, first impression
because you said something that was out of character or embarrassing? That comments that you didnt
think about before you said, has created an image in someones mind that cannot be replaced even when
you meant something totally different. When it comes to oral communication, your goal should be to take
advantage of its positive characteristics while minimizing the dangers.
Speaking can be used as a tool to accomplish your objectives. But, first you must break the habit of
talking spontaneously without planning what youre going to say or how youre going to say it. You must
learn to manage the impression you create by consciously tailoring your remarks and delivery style to suit
the situation. Here are some things which will make you an effective communicator:
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Hierarchical Communication
People communicate in businesses with each other most often by oral communication. This talking takes
place between mangers, coworkers and subordinates alike. In organizations, communication skill is used
to send messages 64% of the time. That is why it is important to understand all the concept of
communication.
Have you ever noticed how people communicate differently to their bosses than they would communicate
to their coworkers? This difference in communication is due to the chain of command. Managers or
"bosses" are typically in an influential position over their employees. Managers have authority or the right
to give orders and expect the orders to be obeyed. Many employees may feel that any bad attitude or
disagreement with their superior may result in a bad relationship with the boss and therefore create a bad
work environment or job description.
In most cases employees talk to their coworkers in a friendly manner. The overall standard is that workers
will speak more freely and openly to their fellow workers than to their superiors. When workers talk to
each other and relay information on to other workers it is called the "grapevine". The grapevine is the
unofficial way that communication takes place in an organization. It is neither authorized nor supported by
the organization. Information is spread by word or mouth and even through electronic means today. The
grapevine can be used by an "open" company and it will have accurate information however, in an
authoritative culture the rumor mill may not be accurate.
Communication from a manager to a subordinate is also different. One reason for this may be because of
the arising concern by managers not to offend their workers or say the wrong thing. In todays society,
lawsuits run rapid over conversations that some employees may take offensive from their bosses.
Managers have a responsibility to know and follow guidelines of good business communication etiquette.
The last type of difference in communication is between the male and female sexes. It was found that
when men talk, they do so to emphasize status and independence. Women are found to talk to create
connections and intimacy. Women speak about a problem as a means of promoting closeness and to gain
support and connection while men talk to solve a problem or give advice.
How to Develop Communication Skills
Good communication skills help a great deal in making a person impressive and influential. Though it is a
fact that not everyone is a good orator by birth, one can surely develop good communication skills on his/
her own. Many people strive a lot to achieve the skills, without knowing whether their efforts will be
fruitful or not. If you are also in a similar situation, not able to put across your thoughts effectively, you
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are probably in need of some grooming. This is where we will help you out! Go through the useful tips
given in the lines below and know how to develop good communication skills.
Tips for Developing Good Communication Skills
Modulate Your Voice
You need to modulate your voice, in case it is highly pitched or very sharp. You may practice some yoga
exercises the same or sing your favorite songs at an octave lower than the original composition. This
technique would help you lower the pitch of your voice. Having a low and soft voice is a prerequisite to
developing good communication skills.
Do Not Talk Too Fast
If you talk too fast, people tend to perceive you as a nervous being, unsure of yourself. Therefore, you
need to be slow and steady, while expressing your thoughts to someone. However, being too slow is also
not good. Rather, develop a moderate speed for your speech. You can develop this habit by practicing at
home. For the purpose, read newspapers and check your speed.
Use Dynamics
Avoid a monotone is your voice. Make it more dynamic and interesting for the listener. Raising and
lowering the pitch of your voice, appropriately with the subject on which you are conversing, would
definitely impress the people listening to you. Take note of how TV anchors and radio presenters talk on
air. Consider how they modulate their voice, as per the given script.
Speak Clearly
Be clear about what you say. Do not mumble, as it shows a lack of confidence on your part. In this case,
correct pronunciation of words is very important. If people ask you to repeat words or say, 'huh', whenever
you utter something, probably you are not clear with your speech. Start working upon it right now.
Concentrate On Your Pitch
Speak in a low volume, when you are in a closed space, and louder than normal, when you are in a
crowded place or addressing a large group. For instance, if you are in an auditorium, the volume of your
voice should be adjusted in a way that it sounds neither too loud nor too soft to the audience. On the
contrary, if you are at a conference, you will have to maintain a very low volume, in order to communicate
to others present there.
Use Appropriate Words
A good speaker never uses abusive words. He/she takes care of the place, situation and people whom
he/she is addressing. If you also want to be known as a good orator, take care of what you say. The words
that you use can convey many things about your personality.
Maintain Eye Contact
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Maintaining eye contact is essential to becoming a good communicator. Whenever you are talking to a
person, make eye contact with him/her. At the same time, be sure not to stare at him/her for longer than
normal. Good eye contact would show the real confidence in you. When you are addressing a group of
people, try to glance at each person alternatively.
Make Use of Gestures
Make use of hand gestures, to convey your meaning. This non-verbal communication is essential to be a
good communicator. It would help you a great deal in putting across your thoughts in an effective manner.
Along with gestures, make use of facial expressions as well. Ensure that the tone of your voice matches
every emotion people see on your face.
Cross Cultural Communication
Cross cultural communication is about dealing with people from other cultures in a way that minimises
misunderstandings and maximises your potential to create strong cross cultural relationships.
Here are some simple tips to help you improve your cross cultural communication skills:
Slow Down
Even when English is the common language in a cross cultural situation, this does not mean you should
speak at normal speed. Slow down, speak clearly and ensure your pronunciation is intelligible.
Separate Questions
Try not to ask double questions such as, Do you want to carry on or shall we stop here? In a cross
cultural situation only the first or second question may have been comprehended. Let your listener answer
one question at a time.
Avoid Negative Questions
Many cross cultural communication misunderstandings have been caused by the use of negative questions
and answers. In English we answer yes if the answer is affirmative and no if it is negative. In other
cultures a yes or no may only be indicating whether the questioner is right or wrong. For example, the
response to Are you not coming? may be yes, meaning Yes, I am not coming.
Take Turns
Cross cultural communication is enhanced through taking turns to talk, making a point and then listening
to the response.
Write it Down
If you are unsure whether something has been understood write it down and check. This can be useful
when using large figures. For example, a billion in the USA is 1,000,000,000,000 while in the UK it is
1,000,000,000.
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Be Supportive
Effective cross cultural communication is in essence about being comfortable. Giving encouragement to
those with weak English gives them confidence, support and a trust in you.
Check Meanings
When communicating across cultures never assume the other party has understood. Be an active listener.
Summarise what has been said in order to verify it. This is a very effective way of ensuring accurate cross
cultural communication has taken place.
Avoid Slang
Even the most well educated foreigner will not have a complete knowledge of slang, idioms and sayings.
The danger is that the words will be understood but the meaning missed.
Watch the humour
In many cultures business is taken very seriously. Professionalism and protocol are constantly observed.
Many cultures will not appreciate the use of humour and jokes in the business context. When using
humour think whether it will be understood in the other culture. For example, British sarcasm usually has
a negative effect abroad.
Maintain Etiquette
Many cultures have certain etiquette when communicating. It is always a good idea to undertake some
cross cultural awareness training or at least do some research on the target culture.
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